qsc ag annual report 2013

QSC IS W ORKING.

ANNUAL REPORT 2013

Key Data

All amounts in € million 2012 2011 2010 20092013

Consolidated Financial Statements 2009 to 2013 in accordance with IFRS

1 Including non-cash share-based remuneration

2 Basic

3 As of December 31

4 Ratio of capital expenditures to revenues

5 Proposed to the Annual Shareholders Meeting

Revenues 455.7 481.5 478.1 422.1 420.5

EBITDA 77.8 77.9 79.9 78.1 76.9

Depreciation / amortization 1 51.3 53.4 53.7 57.2 67.2

EBIT 26.5 24.6 26.2 20.9 9.7

Net profi t 23.6 19.0 28.0 24.2 5.5

Earnings per share 2 (in €) 0.19 0.14 0.20 0.18 0.04

Return on revenue (in %) 5.2 3.9 5.9 5.7 1.3

EBITDA margin (in %) 17.1 16.2 16.7 18.5 18.3

EBIT margin (in %) 5.8 5.1 5.5 5.0 2.3

Equity 3 193.9 180.2 207.3 184.0 159.7

Long-term liabilities 3 103.3 96.0 79.6 7.2 54.2

Short-term liabilities 3 94.9 110.9 104.4 140.9 97.3

Balance sheet total 3 392.0 387.1 391.3 332.2 311.3

Equity ratio (in %) 49.5 46.6 53.0 55.4 51.3

Return on equity (in %) 12.2 10.5 13.5 13.2 3.4

Free cash fl ow 25.6 23.6 41.0 27.7 12.9

Liquidity 3 59.1 35.2 24.1 46.6 41.3

Capital expenditures (capex) 39.6 37.9 35.6 29.2 42.2

Capex ratio 4 (in %) 8.7 7.9 7.4 6.9 10.0

Dividend per share (in €) 0.10 0.09 0.08 - -

Xetra closing price 3 (in €) 4.30 2.11 2.09 3.30 1.70

Number of shares 3 124,057,487 137,307,152 137,256,877 137,127,532 136,998,137

Market capitalization 3 533.4 289.7 286.7 452.5 232.9

Employees 3 1,689 1,485 1,334 608 664

5

REVENUES, DIRECT SALES (in € million)

REVENUES, INDIRECT SALES (in € million)

The strategy is working: Growth in ICT business

DIRECT SALES

Revenues in this largest business unit increased

by 11 percent to € 209.2 million in fi scal 2013. This

suc cess was achieved by winning any number of

requests for proposals from new and existing cus-

tomers for Outsourcing, Networking and Consul-

ting projects. In spite of considerable investments

in future growth, Direct Sales increased its EBITDA

margin to 20 percent in 2013.

INDIRECT SALES

In addition to innovative ICT products, the Compa-

ny has tra ditionally also offered its sales partners

conventional TC products; declining TC revenues

are there fore still masking the successes here in

ICT business. Revenues for fiscal 2013 tota led

€ 123.2 million. At 25 percent, QSC continued to

earn its highest EBITDA margin in Indirect Sales.

RESELLERS

Heightened regulation and the sustained stiff price

war in the conventional TC market in fiscal 2013

again impacted business with resellers, who main-

ly address residential customers. Reve nues here

fell by 27 percent to € 123.4 million. As expected,

the EBITDA margin of 4 percent was down signi-

ficantly from the year before.

Since 2010, QSC has been working hard to drive its evolution from a telecommunications (TC) company into an

integrated provider of information technology and telecommunications (ICT). In particular, the development

of revenues in the individual business units illustrates the progress: While ICT revenues are growing signifi-

cantly, principally in Direct Sales, predominantly conventional TC revenues with resellers are slumping as a

result of market and regulatory conditions.

REVENUES, RESELLERS (in € million)

2013

2012

2011

2010

187.9151.4

62.3

209.2

2013

2012

2011

2010

125.1121.2

126.4

123.2

2013

2012

2011

2010

168.5205.4

233.4

123.4

// CUSTOMERS REPORT //

HOW QSC IS WORKING –DAY IN AND DAY OUT.

<< Key Data Business Units

SIMPLER, FASTER, MORE FLEXIBLE – OUR PRODUCTS AND SERVICES ARE STREAM-LINING WORK IN MORE THAN 30,000 ENTERPRISES. SECURITY INCLUDED.

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QSC-Geschäftsbericht 20136

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volore modit lut ate dolorti

onsequat, conullummy

// Eyeworks TV Production // Cologne // Hürth Studio //

»QSC MAKES THINGS POSSIBLE THAT WOULD BE IMPOSSIBLE ELSEWHERE – THAT’S WHAT I CALL FLEXIBLE!«

//
























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An die Aktionäre Brief an die Aktionäre 7




QSC IS W ORKING.
























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Nothing beats availability wherever we’re shooting.
























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More information about

QSC IPfonie centrafl ex

For years, IPfonie centrafl ex, the Cloud

telephone system, has been in service at

Eyeworks Germany GmbH. Users can

control all functions online and from any-

where, making them available in the offi ce,

on the set or at the customer. The man

responsible for IT, Marc Gerschewski, is

satisfi ed: “We just make phone calls and

the rest simply takes care of itself.”

Marc Gerschewski | Manager Postproduction, Eyeworks Germany

Eyeworks

Germany GmbH

Eyeworks Germany is a mem-

ber of the globally operating

Eyeworks Group. In Germany,

it produces, shows, series and

fi lms for all major TV stations,

including “The Restaurant

Tester,” “Cash for Rarities,”

“Nate light with Philip Simon,”

as well as “Wilsberg,” “Marie

Brand” and “The Lotto Kings.”

WORKFORCE: 150 – 200
























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// Amprion // Bergheim // Transformer Substation //

»WE CAN NOW DEPLOY NEW IT SERVICES SIGNIFICANTLY FASTER.«

//
























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QSC IS W ORKING.
























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High voltage: Both electricity transmission and IT have to run smoothly around the clock.

Amprion GmbH

With a total length of some

11,000 kilometers as well as

around 160 switching and

transformer substations,

Amprion operates Germany’s

longest high-voltage grid.

WORKFORCE: Some 950

POPULATION IN GRID SERVICE

AREA: 27 million
























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IT Outsourcing from QSC

“Security is extremely important to Amprion,”

stresses Frank Beule. Since May 2012, QSC

has been responsible for smooth and secure

IT operations. Within the framework of a major

IT Outsourcing project, Amprion outsourced

all IT services – from data network services to

server services right through to applications

management for SAP applications.

FRANK BEULE | Head of IT Management, Amprion
























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// d-kn group // Cologne // Lasisto Offi ce //

»WE ARE ALWAYS AVAILABLE AND DON‘T HAVE TO WORRY ABOUT THE TECHNOLOGY.«

//
























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QSC IS W ORKING.
























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d-kn group

Formed in 2004, Cologne-

based d-kn group, an agen cy

network, has deve lop ed into

a point of contact for both

national and international

clients for communication in

the analog and digital worlds.

FOUNDED: 2004

WORKFORCE: 55
























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< Always online: Communication experts from

the d-kn group use QSC-WLL technology.

Christian Felber | Head of IT Services, d-kn group

You have to be swift and straightforward,

especially in interactive marketing, says

Christian Felber. That’s why technology

shouldn’t be an end in its own right at the

d-kn group, but has to provide the best

possible support for its daily business.

And that’s precisely what we get with

QSC‘s Wireless Local Loop technology.


QSC-WLL business
























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// Fressnapf // Krefeld // Headquarters //

»OUR WORK IS SIMPLER NOW THAT THE PROFESSIONALS FROM QSC ARE HANDLING SAP OPERATIONS.«

//
























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QSC IS W ORKING.
























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Fressnapf GmbH

Fressnapf | MAXI ZOO is the

market leader for pet supplies

in Europe. Founded in 1990,

the company today offers a

comprehensive line of products

for pet owners and friends in

twelve European countries.

STORES: More than 1,200

WORKFORCE: More than 10,000
























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QSC supported Fressnapf in introducing a new

merchandise management system. Also deployed

within the framework of the SAP Consulting

project was the SAP HANA in-memory database,

which affords realtime access to data. At the

same time, General Manager Tendam outsourced

the SAP service desk. He values QSC fi rst and

foremost as a pragmatic service provider with

strong roots in Germany.

STEPHAN TENDAM | General Manager, Fressnapf

< Dog lovers: Pets are welcome

in the offi ce at Fressnapf.More information

about QSC SAP HANA
























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// DATEV // Data Center //

»OPERATIONS ARE RUNNING SMOOTHLY AND THE QUALITY IS RIGHT.«

//
























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QSC IS W ORKING.
























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DATEV eG

The DATEV eG cooperative

is the software house and

IT service provider of choice

for tax advisors, certifi ed

public accountants, attor-

neys and their clients, and

today numbers among

Europe’s largest informa-

tion service providers and

software houses.

2013 REVENUES: € 803 million

WORKFORCE: 6,600

MEMBERS: Around 40,300
























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Five years ago, Edgar Eck began looking

for a partner to build and operate a data

center that would conform to the highest

security requirements. Since 2011, QSC

has been providing resources on more

than 1,000 square meters of fl oor space.

The partnership is at a very high level,

stresses Eck. That can already be seen

from the IT availability numbers.

EDGAR ECK | Head of DP Center, DATEV

< DATEV staff assure smooth server operations.


QSC‘s data centers

Contents

To Our Shareholders 04

Letter to Our Shareholders 05

The Management Board 08

The Supervisory Board 10

Report of the Supervisory Board 11

QSC Share Performance 18

Group Management Report 25

Fundamentals of the Consolidated Group 26

Corporate Governance Report / Declaration of Corporate Management 37

Human Resources 50

Economic Report 54

Subsequent Events 71

Outlook Report 72

Report on Opportunities 76

Report on Risks 79

Information Relating to Acquisition Law 86

Financial Report 91

Consolidated Financial Statements 92

Notes to the Consolidated Financial Statements 99

Statement of Responsibility 160

Auditor’s Report 161

Further Information 162

Glossary 162

Index 164

Calendar, Contact

03

From left to right: Henning Reinecke, Jürgen Hermann, Barbara Stolz, and Stefan Freyer

To Our Shareholders Letter to Our Shareholders 05

QSC is working. That’s not just the title of this year’s Annual Report, it’s already reality in more

than 30,000 enterprises in Germany. Our products and services are simplifying daily business oper-

ations there, accelerating processes and streamlining communications. Many enterprises are

additionally utilizing our consulting competence and development know-how to enter the Cloud

age. On behalf of the entire QSC team, we would like to thank all of our customers for their trust

and good collaboration during the past fiscal year. Our personal thanks also go out to all of our

people for their customer focus and willingness to achieve.

Fiscal 2013 was marked by QSC’s evolution as an ICT and Cloud provider. The Company further

broadened its strong position among German small and mid-size (SME) enterprises and drove

the development of its own innovations. This involved increased investments in future growth.

The development budget rose by nearly 200 percent in comparison with fiscal 2012. In addition,

QSC won some 200 additional ICT experts, mainly for development activities, consulting and IT

operations.

The true importance of swift expansion of ICT business was again demonstrated in the conven-

tional TC market in 2013. Fixed-network business, in particular, contracted sharply – for multiple

reasons: More and more Germans are now utilizing data services and mobile phones instead of

the classical fixed network; and there, they are increasingly opting for flat-rate plans instead of

Call-by-Call and Preselect offerings. Plus increasingly strict regulation. A number of decisions

by the German Federal Network Agency cost QSC some € 30 million in revenues and € 4 million

in EBITDA during the past fiscal year, alone. This year, as a result of new rulings, we are antici-

pating an additional revenue decline of € 8 million and an EBITDA impact of € 3 million.

As one of the fi rst TC companies, this background prompted QSC to initiate its transformation pro-

cess into an ICT provider early on. One number, in particular, illustrates the Company’s progress

here: In 2013, only 27 percent of QSC’s total revenues were attributable to the Resellers Business

Unit, and thus to the Company’s traditional conventional TC business. At the outset of the trans-

formation process in fi scal 2010, this metric had still stood at 56 percent. Conversely, this means

that QSC’s ICT business is growing signifi cantly year in and year out. This applies, in particular, with

respect to Outsourcing and Consulting business, as well as to marketing innovative ICT products.

Internally, QSC concluded its transformation process in fiscal 2013; a consistent organizational

structure, leadership structure and control mechanisms are now in place on a cross-locational

basis. There were also changes at the head of the Company: After serving 14 years as Chief Exe-

cutive Offi cer, QSC co-founder Dr. Bernd Schlobohm passed on his offi ce to Jürgen Hermann. Like

no one else, Bernd Schlobohm has put his stamp on QSC. We would like to express our sincere

thanks to him for his enormous achievements and his entrepreneurial vision and strength. We are

pleased that he remains closely linked with his company as the Chair of the Supervisory Board.

We would also like to thank those members of the Supervisory Board who were no longer candi-

dates for re-election in 2013. Former Supervisory Board Chair Herbert Brenke, in particular, had

accompanied QSC for many years with remarkable enthusiasm and commitment.

QSC posting strong

growth in ICT business

year after year

06 QSC Annual Report 2013

Under its new leadership, QSC will continue to rigorously pursue its existing strategy in the years

to come. The focus in fi scal 2014 is on developing and marketing in-house developed ICT and Cloud

products; some of these innovations will already be delivering initial revenue contributions this

year. In addition to QSC-tengo, the Cloud workplace, this also includes QSC-WiFi. Utilizing WiFi

technology, this service turns a smartphone into an intelligent advertising platform that en ter-

pri ses can utilize for personalized, secure and interactive marketing measures. Initial installa-

tions, including one with German major league soccer club Hamburger Sport-Verein, are running

successfully.

In the case of QSC-WiFi, QSC is utilizing a proven technology in order to tap into new markets; in

the case of QSC-tengo, on the other hand, we are dealing with a new technology for existing mar-

kets. Moreover, a growing number of QSC developers is working on new technologies for new

markets. A good foundation for these kinds of innovations is offered by solucon – The Enabling

Technology. Building upon this in-house developed Cloud platform, it is possible to provision Cloud

ap plications simply, swiftly and securely. And this is precisely what has already happened, for

example, in connection with QSC-Cospace business, a Collaboration service for cross-locational

com munication. Further in-house developed products as well as innovations from and with part-

ners will follow.

QSC also intends to tap into new markets through acquisitions of smaller technology companies.

This began in mid February with encryption specialist FTAPI. Founded in 2010, this Munich-based

start-up is already marketing a number of scalable products relating to highly secure transfer and

storage of enterprise-critical data, and it counts enterprises like MAN Roland among its custo m -

ers. This acquisition by QSC will afford FTAPI access to more than 30,000 business customers and

a well-oiled, nationwide sales and marketing organization. In purchasing 51 percent of its shares,

in turn, QSC is acquiring unrivaled technology know-how in a fast-growing market.

49 percent of the shares of FTAPI continue to be held by its founders; they are now driving the

further growth of their company under the QSC umbrella. This is the kind of arrangement that is

right in line with our strategy: We view ourselves as a partner of choice for entrepreneurs who

want to team up with a strong ICT partner to help their business ideas make the breakthrough.

We are planning on one or two further acquisitions of comparable size during fiscal 2014.

QSC can fi nance these kinds of corporate acquisitions, as well as increased investments in future

growth, from within. This year’s Consolidated Financial Statements document the soundness of

QSC’s fi nancing and the kind of fi nancial strength that its operating business is generating. More-

over, our rising free cash fl ow is creating a good foundation for you, our shareholders, to par ti ci-

pate in the success of your Company. The Management and Supervisory Boards will propose that

the regular Annual Shareholders Meeting again raise the dividend for fiscal 2013 – by 1 cent to

10 cents per share. This higher dividend also rewards the sustained engagement and trust of our

shareholders, for which we would like to express our sincere thanks at this time.

Dividend again raised

– to 10 cents per share

Growing the value of the Company and enabling its owners to participate in this growth is one of

our three strategic goals; the other two: Positioning the Company as an attractive, secure em-

plo yer as well as an innovation driver in the German ICT market. Its evolution into an ICT provi-

der has already sustainably increased the value of QSC. And QSC is presently tapping into new

potential for value growth with our innovation and growth strategy. In fi scal 2013, we largely con-

cluded the required internal preliminary work. In fiscal 2014, we will be increasingly investing in

future fields of growth, first and foremost in our own innovations. Beginning in fiscal 2015, we

will start to reap the fruits of these efforts. Because our strategy of evolving as an ICT provider

is working – of that we are convinced.

Cologne, March 20, 2014

Jürgen Hermann Barbara Stolz Stefan Freyer Henning Reinecke

Chief Executive Officer

To Our Shareholders Letter to Our Shareholders 07

QSC investing in

future fields of

growth in 2014


Jürgen Hermann (*1964), Chief Executive Officer

A QSC man right from the very beginning, Jürgen Hermann assumed the offi ce of Chief Executive

Officer on May 30, 2013. In this position, he is responsible, in particular, for Strategy, Innovation

and Communication. Prior to that, he had served as the Company’s Chief Financial Offi cer and, on

a temporary basis, also as the chief executive officer of INFO AG, which had formerly been the

Company’s largest subsidiary. Jürgen Hermann studied Economics at the Bundeswehr Univer-

sity in Hamburg, after which he served as an officer in the German army’s telecommunications

corps. He then moved to an executive position in the strategy department at Thyssen Telecom

AG. In 1997, he joined the QS Communication Service GmbH consulting company. As the head of

Finance, he played a major role in both shaping the initial public offering in April 2000 as well as

in building QSC AG.

Barbara Stolz (*1968), Chief Financial Officer

Since June 1, 2013, Barbara Stolz has been the Company’s Chief Financial Offi cer and has also been

responsible for Human Resources, Corporate Purchasing, IT and Investor Relations. She joined

QSC in 2005 to head up Accounting Operations. She had previously gathered extensive professi-

onal experience in such corporate groups as IVG Immobilien AG and METRO AG. One of her res-

ponsibilities at QSC was to accompany the acquisition of publicly traded Broadnet AG as well as

the establishment of network operating company Plusnet GmbH & Co. KG. In September 2009,

she was placed in charge of the entire Finance Department. Following the acquisition of IP Part-

ner AG in late 2010, she was additionally appointed chief fi nancial offi cer of this subsidiary, where

she played a key role in driving its integration into QSC AG.

The Management Board

To Our Shareholders The Management Board 09

Stefan Freyer (*1967)

Stefan Freyer was a member of the QSC Management Board from September 1, 2013, through

March 31, 2014, where he was responsible for Operations, ICT Solutions business as well as IT

Consulting. He left the Company at his own request in order to devote himself to new professional

challenges. Freyer, who holds a postgraduate degree in Information Technology, joined the former

INFO AG in 1997 as a group leader for sales logistics, later assumed responsibility for custo mer

projects and applications management, and starting in 2007 had been a member of the mana-

ge ment board of the former INFO AG responsible for its operating business. With the merger of

INFO AG and QSC AG, Freyer was appointed to the QSC Management Board in 2013.

Henning Reinecke (*1966)

Henning Reinecke, too, was appointed to the QSC Management Board effective September 1, 2013.

He is responsible for Sales and Marketing, as well as for the market-driven evolution of the en-

tire ICT portfolio. Until the merger of INFO AG, he had been in charge of its sales and marketing

operations. He joined that company on October 1, 2010, as sales manager for Consulting opera-

tions. Beginning in 1994, he gathered over 16 years of national and international project, selling

and management experience at IT service provider CSC. Reinecke studied Business Administra-

tion at the Wirtschaftsakademie in Hamburg, and then worked for four years in corporate pur-

chasing at Beiersdorf AG in Hamburg.

QSC Annual Report 201310

The Supervisory Board

Dr. Bernd Schlobohm, Chair

This postgraduate engineer founded QSC in the year 1997, took the Company public in April 2000,

and then managed it as Chief Executive Officer until May 2013. He is the largest shareholder to-

gether with his co-founder Gerd Eickers; at year-end 2013, these two individuals collectively held

25 percent of QSC shares.

Dr. Frank Zurlino, Vice Chair

Dr. Frank Zurlino, a postgraduate business engineer, was elected to the Supervisory Board in May

2013. Formerly the head of strategy consulting and development activities at IBM Deutschland, he

is today the managing partner of the international management consulting fi rm Horn & Com pany.

Gerd Eickers

After three years on the Management Board, QSC’s second co-founder returned to the Supervi-

sory Board in June 2004. During the ensuing years, he played a major role in shaping the political

environment of the TC market, in particular as president of the VATM.

Ina Schlie

In September 2012, this head of the global tax department at SAP AG was appointed to the Su-

pervisory Board and was confirmed by a sweeping majority at the Annual Shareholders Meeting

in May 2013. This finance and tax expert also chairs the Audit Committee.

Anne-Dore Ahlers

In April 2013, the QSC workforce elected the group leader in QSC AG’s SAP Competence Center

to serve as one of its two representatives on the Supervisory Board. Anne-Dore Ahlers works in

Hamburg and also chairs the Company’s Employee Council.

Cora Hödl

In April 2013, the QSC workforce elected Cora Hödl, who heads up Voice services at QSC AG, as

its second representative on the Supervisory Board. This certified electronic communications

technician has been with QSC since 2002 and today works at Headquarters in Cologne.

A new Supervisory Board has been in office since the Annual Shareholders Meeting on May 29,

2013. On this day, the Annual Shareholders Meeting, as is regularly done, elected four represen-

tatives for a term of office of five years each. Former Supervisory Board Chair Herbert Brenke

along with David Ruberg had previously declined to run for re-election. The employees had al-

ready elected their two representatives to the Supervisory Board for the coming years in April 2013.

In this case, the two former Supervisory Board members Klaus-Theo Ernst and Jörg Mügge did

not run for re-election.

Dear Shareholders,

To Our Shareholders The Supervisory Board Report of the Supervisory Board 11

Report of the Supervisory Board on the

2013 fiscal year regarding the Company

and the consolidated group

In fi scal 2013, QSC sustained its evolution into an ICT provider and began to increasingly invest in

future fi elds of growth, such as Cloud Computing and the Internet of Things. At the same time, the

Company internally concluded its ongoing transformation process through the merger of INFO AG

and QSC AG. A consistent, cross-locational organizational and leadership structure was created.

At this point, we would like to express our thanks to all of our people for their enthusiasm, com-

mitment and willingness to actively drive the Company’s evolution. We also wish to thank the

members of the Management Board, who are driving this far-reaching evolution with tremend-

ous resolve and thus laying a good foundation for the profitable growth QSC is striving for over

the medium term.

Tasks of the Supervisory Board • In fiscal 2013, the Supervisory Board again satisfied all of its

responsibilities required by and in accordance with applicable legislation and the Articles of As-

sociation and Bylaws. It advised and oversaw the Management Board in its management of QSC.

One particular focus of the deliberations was new staffing of the Management Board as well as

the elections to the Supervisory Board. The Supervisory Board was directly involved in these and

all other decisions and measures of fundamental importance, in particular those relating to the

Company’s net worth, financial position and profitability. After careful consideration, the Super-

visory Board approved all measures for which its consent is required by law, the Articles of As-

sociation and Bylaws or the Rules of Procedure of the Management Board.

Dr. Bernd Schlobohm


The Management Board regularly, promptly and comprehensively informed the Supervisory Board

in written and oral form on the development of business, utilizing monthly and quarterly finan-

cial reports, in particular, as well as rolling actual vs. target comparisons. The Management Board

reports also contained all relevant information on strategic development and corporate plan-

ning, on the Company’s risk position, risk management and compliance. Inquiries and requests

by the Supervisory Board for additional information were always answered promptly and tho-

roughly by the Management Board.

Issues of the Supervisory Board • In joint meetings, the Supervisory and Management Boards

discussed key aspects of the Company’s business policies and strategies, as well as its corporate

development and planning. Moreover, the Chairs of both boards conducted regular conversations

to discuss current issues arising between Supervisory Board meetings.

The main focuses of the Supervisory Board’s meetings and resolutions in fiscal 2013 were:

1. Management Board • Long-serving Chief Executive Officer Dr. Bernd Schlobohm had notified

the Supervisory Board in January 2013 that he wished to extend his term of offi ce of Chief Exe-

cutive Officer, which was set to expire as of April 30, 2013, only through adjournment of the

regular Annual Shareholders Meeting on May 29, 2013. The Supervisory Board therefore re-

solved on January 22, 2013, to comply with this wish, and at the same time appointed former

Chief Financial Officer Jürgen Hermann to serve as QSC’s new Chief Executive Officer effec-

tive May 30, 2013. On March 19, 2013, the Supervisory Board appointed Barbara Stolz, who had

long headed up the Finance operations of QSC AG, to succeed Jürgen Hermann as Chief Finan-

cial Officer effective June 1, 2013, for a period of three years. And, finally, on August 29, 2013,

the Supervisory Board appointed the former management board members of INFO AG, Hen-

ning Reinecke and Stefan Freyer, to the Management Board for a period of three years each,

effective September 1, 2013. At the same time as the above-indicated measures, the Supervi-

sory Board authorized the Supervisory Board Chair to enter into the Management Board em-

ployment contracts that were developed in each case by the Human Resources Committee and

approved by the full Supervisory Board. The rules governing compensation that were agreed

with the new members of the Management Board are based upon the compensation system

approved by the Annual Shareholders Meeting on May 16, 2012. In agreement with the Su-

pervisory Board, former Management Board member Arnold Stender resigned his office ef-

fective August 31, 2013, and has since been focusing on managing subsidiary tengo GmbH. The

Management Board employment contract with Arnold Stender was terminated amicably as

of the same date. No settlement was paid.

2. Elections to the Supervisory Board • The regularly scheduled new election of the shareholder

representatives to the Supervisory Board was scheduled for the Annual Shareholders Mee-

ting on May 29, 2013. Following preparation in the Nominating Committee, the Supervisory

Board therefore intensively dealt with the selection of suitable candidates to succeed former

Supervisory Board Chair Herbert Brenke, who was not a candidate for re-election due to rea-

sons of age, and David Ruberg, who did not run for re-election. In this connection, the Supervi-

sory Board dealt with the proposal from shareholders Gerd Eickers and Dr. Bernd Schlobohm,

To Our Shareholders Report of the Supervisory Board 13

who collectively hold more than 25 percent of the voting rights in QSC, to elect retiring Chief

Executive Officer Dr. Bernd Schlobohm to the Supervisory Board as a shareholder represen-

tative pursuant to § 100, Para. 2, Sent. 1, No. 4, German Stock Corporation Act. Following ex-

tensive review of this proposal and on the recommendation of its Nominating Committee, the

Supervisory Board concurred with this proposal. The Supervisory Board was able to win Dr. Ing.

Frank Zurlino as a further new candidate for a seat on the Supervisory Board. Moreover, the

Supervisory Board proposed that the Annual Shareholders Meeting also elect sitting Super-

visory Board members Ina Schlie and Gerd Eickers. The Annual Shareholders Meeting elected

all candidates by sweeping majorities. The Supervisory Board would like to express its sincere

thanks for the long years of remarkable enthusiasm and commitment on the part of Herbert

Brenke and David Ruberg. They had helped to shape the Company since it went public in the

year 2000. The sincere thanks of the Supervisory Board also go to the two employee repre-

sentatives, Klaus-Theo Ernst and Jörg Mügge, who served from 2008 through 2013, for their

constructive collaboration in a spirit of trust.

3. Merger of INFO AG • On March 19, 2013, the Supervisory Board agreed to the Management

Board’s proposal to initially merge four wholly-owned subsidiaries of INFO AG with this cor-

poration, and to then merge INFO AG, in which QSC AG holds all shares, with QSC AG. This

transaction was concluded upon being entered in the commercial register for QSC AG on Au-

gust 6, 2013.

4. Cross-border internal merger • With its resolution of November 21, 2013, the Supervisory

Board approved the cross-border merger proposed by the Management Board of Vienna-based

Collutio Holding GmbH, in which QSC AG holds all shares, with QSC AG. The merger was ef-

fected on the basis of the German Corporate Transformation Act, the German Cross-Border

Merger Employee Co-Determination Act (“MgVG”) as well as – to the extent that Austrian law

is applicable – the Austrian EU Merger Act. The objective of this measure is to avoid increas-

ing the Supervisory Board to 12 members, which, under co-determination law, would have to

occur should the number of people employed by QSC exceed the threshold of 2,000, and to

retain a lean, effectively operating Supervisory Board. Nor will there be any change in the com-

position of the Supervisory Board, which calls for one-third of this body to comprise employee

representatives. It is the opinion of the Supervisory Board that a six-member Supervisory

Board has proven its worth and affords efficient Supervisory Board work. An effectively ope-

rating Su pervisory Board is of major importance to QSC, not only with a view to business (e.g.

granting the consent of the Supervisory Board for transactions requiring its approval), but also

to ensure effective Corporate Governance. An increase in the size of the Supervisory Board

would involve additional costs as a result of the additional members entitled to Supervisory

Board compensation.

Moreover, in fi scal 2013 the Supervisory Board dealt with QSC’s internal control mechanisms,

and in this connection especially with its risk management system as well as its corporate ma-

nagement and compliance in accordance with statutory requirements. The Supervisory Board

reviewed these factors on the basis of submitted documents and Management Board reports

and discussed these issues with the Management Board. It is the opinion of the Supervisory

Board that the internal control and early risk identification systems are operating reliably.


Composition of the Supervisory Board • The term of office of both the shareholder representa-

tives on the Supervisory Board, Herbert Brenke (Chair), Gerd Eickers (Vice Chair), David Ruberg

and Ina Schlie, as well of employee representatives Klaus-Theo Ernst and Jörg Mügge, ended upon

adjournment of the regular Annual Shareholders Meeting on May 29, 2013. The Annual Share-

holders Meeting on May 29, 2013, elected Dr. Bernd Schlobohm, Gerd Eickers, Ina Schlie and

Dr.-Ing. Frank Zurlino as new shareholder representatives for a term of office that will end upon

adjournment of the regular Annual Shareholders Meeting that resolves approval of the acts of

the members of the Management Board for the 2017 fi scal year. The employees of the QSC Group

elected Anne-Dore Ahlers and Cora Hödl as employee representatives. In its constituting mee-

ting on May 29, 2013, the Supervisory Board elected Dr. Bernd Schlobohm as its Chair and Dr.-Ing.

Frank Zurlino as its Vice Chair. The particular reasons that in the opinion of the Supervisory Board

justifi ed a move by Dr. Bernd Schlobohm to the Supervisory Board were explained in detail to the

Annual Shareholders Meeting.

Meetings of the Supervisory Board and its Committees • In addition to two regular meetings,

the Supervisory Board that had been in offi ce through May 29, 2013, also conducted two meetings

in the form of conference calls during fi scal 2013. With the exception of David Ruberg, who did not

attend two of these meetings, all members of the Supervisory Board attended all meetings. In

addition to its constituting meeting, the Supervisory Board that was in office from May 29, 2013,

conducted two regular meetings, which were attended by all members. In addition, where neces-

sary the Supervisory Board that was in office through May 29, 2013, adopted written resolutions

on individual issues in a round-robin procedure. The members of the Committees attended all

meetings of their Committees in fiscal 2013.

The Supervisory Board has established four Committees to support it in its work: The Human Re-

sources Committee, the Audit Committee, the Nominating Committee and – since May 29, 2013

– the Strategy Committee. The chairs of the respective Committees regularly report to the full Su-

pervisory Board on the work of their Committees.

The Human Resources Committee met four times during the year under review. The members of

this Committee through May 29, 2013, were its Chairman, Herbert Brenke, as well as Jörg Mügge

and Gerd Eickers. Since May 29, 2013, this Committee has comprised Dr. Bernd Schlobohm (Chair),

Gerd Eickers and Cora Hödl. In addition to preparing the decision by the Supervisory Board re-

lating to attainment of targets by the members of the Management Board in fiscal 2012 and pro-

posals for the Management Board target agreements for fi scal 2013, the Human Resources Com-

mittee especially dealt with the selection of suitable candidates for the Management Board and

with negotiating the corresponding Management Board contracts.

Until May 29, 2013, the Audit Committee comprised Ina Schlie as its Chair and independent fi-

nancial expert in the sense of §§ 100, Para. 5, 107, Para. 4, German Stock Corporation Act, as well

as Herbert Brenke and Gerd Eickers. The newly elected Supervisory Board confirmed Ina Schlie

to chair the Audit Committee and appointed Dr. Bernd Schlobohm and Dr.-Ing. Frank Zurlino as

new members. The Audit Committee deals with monitoring the accounting process, the effec-

tiveness of the internal control and risk management systems and internal controlling, as well


as the annual audit and compliance issues, and readies required decisions for the full Supervi-

sory Board. The Audit Committee monitors the requisite independence of the auditor, and deals

with any additional services which might be provided by the independent auditor. The Committee

issues the audit commission to the independent auditor, stipulates the focuses of the audit and

negotiates and agrees upon the audit fees with the independent auditor.

The Audit Committee met five times during the past fiscal year. It conducted a preliminary re-

view of the Annual Financial Statements for the 2012 fiscal year, thoroughly deliberated both

these documents as well as the accompanying audit reports in the presence of the independent

auditor, and adopted recommendations for the full Supervisory Board resolution relating to the

Annual Financial Statements documents and their audit. The Audit Committee discussed the in-

terim financial reports to be published with the Management Board. It stipulated the focuses of

the audit for fiscal 2013 and negotiated and agreed upon the audit fees with the independent au-

ditor. The Audit Committee recommended to the full Supervisory Board that KPMG AG Wirtschafts-

prüfungsgesellschaft, domiciled in Berlin with a branch office in Cologne, again be proposed to

the Annual Shareholders Meeting as the independent auditor for the Company and the conso-

lidated group for the 2014 fiscal year. On the basis of this recommendation, at its meeting on

March 20, 2014, the Supervisory Board resolved to make a corresponding proposal to the Annu-

al Shareholders Meeting.

The task of the Nominating Committee is to submit to the full Supervisory Board suitable candi-

dates to be nominated at the Annual Shareholders Meeting in connection with an upcoming elec-

tion of shareholder-representative members of the Supervisory Board. Since May 29, 2013, the

members of the Nominating Committee have been Gerd Eickers, its Chairman, and Dr. Frank

Zurlino. The latter replaced Herbert Brenke, who retired from the Supervisory Board effective

May 29, 2013. The Nominating Committee met twice in fi scal 2013 to deliberate on candidates for

the new elections of shareholder representatives by the Annual Shareholders Meeting on May 29,

2013. With due consideration being given to the targets stipulated by the Supervisory Board for

its composition, it recommended that the Supervisory Board propose Dr. Bernd Schlobohm, Gerd

Eickers, Ina Schlie and Dr.-Ing. Frank Zurlino to the Annual Shareholders Meeting as candidates.

The members of the Strategy Committee, which has been in place since May 29, 2013, are Dr.

Bernd Schlobohm as its Chair and Dr.-Ing. Frank Zurlino. The Strategy Committee has a purely

advisory function and deals with the strategic, and thus long-term, evolution of QSC, and in par-

ticular with the development of ideas for forward-looking products and services. This Committee

met four times in 2013.

Corporate Governance • The Supervisory Board continuously monitors the evolution of the Ger-

man Corporate Governance Code and its implementation at QSC AG. Pursuant to the Code, du-

ring the past fiscal year the Supervisory Board also reviewed the efficiency of its own activities.

No defi cits were identifi ed. At its meeting on November 21, 2013, the Supervisory Board reviewed

and confirmed that QSC AG was in compliance with the recommendations of the German Corpo-

rate Governance Code during the preceding year pursuant to the Declaration of Compliance that

had been adopted the year before. At the same time, the Management and Supervisory Boards

jointly issued an updated Declaration of Compliance pursuant to § 161 of the German Stock Cor-

poration Act (“AktG”), and made this statement permanently available on the Company’s website.


The Management Board – also acting on behalf of the Supervisory Board – reports on corporate

governance in the Corporate Governance Report, which is contained in the Consolidated Mana-

gement Report. During the year under review, there were no conflicts of interest, which must be

disclosed without delay to the Supervisory Board, with information thereon being provided to

the Annual Shareholders Meeting.

Annual audit • KPMG AG Wirtschaftsprüfungsgesellschaft, domiciled in Berlin and with a branch

office in Cologne, audited both the Annual Financial Statements of QSC AG for the year ended

December 31, 2013, which were prepared by the Management Board in accordance with the ac-

counting principles set forth in the German Commercial Code (“HGB”), along with the Consolida ted

Financial Statements for the year ended December 31, 2013, which were prepared in accor dance

with International Financial Reporting Standards (IFRS) and the supplementary regulations un-

der German commercial law whose application is mandatory pursuant to § 315a of the German

Commercial Code, as well as the Management Reports relating to the Company and the consoli-

dated group. The audit commission had been awarded by the Audit Committee in accordance with

the resolution adopted by the Annual Shareholders Meeting on May 29, 2013. The major focuses

of the fi scal 2013 audit included: An audit of goodwill, the valuation of Ventelo GmbH, including its

subsidiary Plusnet GmbH & Co. KG, the existence and valuation of the assets and liabilities as-

sumed under the mergers of the former subsidiaries of INFO AG on this entity, as well as the mer-

ger of INFO AG and QSC AG, the assessment of work in progress, revenues, implementation of the

new DRS 20 standard in the Management Reports relating to the Company and the consolidated

group, as well as Management Board compensation and travel expenses.

The independent auditor issued an unqualified opinion both on the Company’s Annual Financial

Statements presented in accordance with “HGB” accounting principles as well as on the Consoli-

dated Financial Statements presented in accordance with IFRS for the 2013 fiscal year.

The above-mentioned documents, including the audit reports from the independent auditor, were

available in a timely fashion to all members of the Supervisory Board for review. At its meeting

on March 20, 2014, taking into consideration the results of the preliminary review conducted by

the Audit Committee, the Supervisory Board discussed all of the above-mentioned documents

as well as the independent auditor’s reports with the Management Board and the independent

auditor, and additionally reviewed and discussed the Management Board’s proposed disposition

of unappropriated retained earnings. At this meeting, the independent auditor reported on the key

fi ndings of his audit and, in particular, that no major weaknesses had been identifi ed in the inter-

nal control and risk management systems relating to the accounting process. He also informed

the Supervisory Board about additionally provided services and noted that there were no circum-

stances that could give rise to concerns about any biases he might have.

Having conducted its own examination, the Supervisory Board has no objections to the Annual Fi-

nancial Statements of QSC AG for the 2013 fi scal year presented in accordance with “HGB” ac coun-

ting principles and no objections to the Consolidated Financial Statements presented in accor-

dance with IFRS, or to the Management Report regarding QSC AG and the Management Report

regarding the consolidated group, and concurs with the fi ndings of the audit conducted by the in-

dependent auditor. In accordance with the recommendation of the Audit Committee, the Super-

visory Board approves both the Consolidated Financial Statements presented in accordance with


IFRS as well as the Annual Financial Statements presented in accordance with “HGB” accounting

principles, with the latter thereby being formally adopted. With due consideration to the inte-

rests of the shareholders and of QSC AG, the Supervisory Board concurs with the Management

Board’s proposal relating to the disposition of unappropriated retained earnings. At the Annual

Shareholders Meeting on May 28, 2014, the Management and Supervisory Boards will propose

that a dividend in the amount of € 0.10 per dividend-entitled share be distributed.

For the fi rst time, the Management Board compiled a report on relations with associated compa-

nies for the period from March 4, 2013, through the balance sheet date on December 31, 2013.

The auditor reviewed this report, reported in writing on the findings of his review, and issued the

following unqualified opinion:

“Following our dutifully conducted audit and assessment, we confirm that:

1. The factual information in the report is correct.

2. Given the circumstances at the time they were made, the Company’s performance was not un-

reasonably high in connection with the legal transactions set forth in the report.”

The respective reports from the Management Board and the independent auditor were available

in a timely fashion to all members of the Supervisory Board. These reports were thoroughly dis-

cussed at the meetings of the Audit Committee and the full Supervisory Board. The representa-

tives of the independent auditor attending the meetings reported on the major findings of their

audit. Having conducted its own examination, the Supervisory Board agreed to the report from

the Management Board on relations with associated companies and additionally concurred with

the independent auditor’s findings following review of the report. As a result of its own exami-

nation, the Supervisory Board noted that it had no objections to the declaration of the Manage-

ment Board contained in the conclusion of the report on relations with associated companies.


On behalf of the Supervisory Board of QSC AG

Dr. Bernd Schlobohm

Supervisory Board Chair


German stock exchanges set new records • 2013 was a good stock market year, with Germany’s

lead index, the DAX, breaking the 9,000-point mark for the fi rst time in its history to close at 9,552

points on December 30, 2013 – up 26 percent from its 2012 close. And the TecDAX posted an

even stronger advance: This lead index for technology issues in Germany, which also includes QSC

shares, rose by 41 percent over the course of the year to close at 1,167 points on December 30, 2013.

During the second half of 2013, in particular, stock markets were already anticipating the ups-

wing expected in many industrial nations for 2014, while at the same time rewarding the promises

made by major central banks to sustain their extremely easy monetary policies medium term,

as well. At the outset of 2013, on the other hand, the mood had been clouded by the persistent

recession in major euro countries, along with weak economic data in other economies and con-

cerns about an end to low-interest policies. This led to considerable volatility, with disappointing

economic data putting a damper on good corporate numbers on many trading days.

QSC’s share price doubles • In this friendly environment, QSC shares numbered among the win-

ners of the 2013 stock exchange year, thus impressively overcoming the previous year’s period

of weakness. Over the course of the year, trading prices rose by 104 percent to € 4.30 on Decem-

ber 30, 2013; the trading price of € 2.11 that was reached on the first trading day of 2013 also

marked its low for the year.

QSC Share Performance

TecDAX up 41 percent

during fiscal 2013

SHARE PRICE PERFORMANCE IN 2013 (indexed)

150

135

120

105

90

75

60

45

30

15

0

-15

Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.

QSC TecDAX DAX

To Our Shareholders QSC Share Performance 19

QSC shares had received their initial impetus from the announcement on February 1, 2013, re-

lating to the purchase of 1,575,000 shares each by QSC’s two founders, Gerd Eickers and Dr. Bernd

Schlobohm. Investors assessed this move as a clear demonstration of confidence in the Com pa-

ny’s strategy.

QSC’s progress in evolving into an ICT provider then went on to manifest itself in the Company’s

quarterly numbers. QSC shares were additionally strengthened by both the payment of a higher

dividend at the end of May 2013 as well as positive analyst assessments. During the summer

months, more and more investors overcame their skepticism about the prospects of success for

the transformation process – during the third quarter of 2013, alone, trading prices rose by 44 per-

cent. Given the strong demand, trading prices for QSC shares even briefly crossed the five-euro

mark in the second half of October, reaching their high for the year of € 5.14. During the weeks

that followed, the situation eased again, with trading prices ranging between € 4.00 and € 4.50

– the last time trading prices had been this high was in the summer of 2007.

QSC SHARES: MONTHLY SHARE PRICE DEVELOPMENT IN FY 2013 (in €)

Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.

Share price high and low Monthly closing price

QSC shares trade

at prices last seen

in summer of 2007

5.20

5.00

4.80

4.60

4.40

4.20

4.00

3.80

3.60

3.40

3.20

3.00

2.80

2.60

2.40

2.20

2.00


Dividend up from year to year • Not only did QSC’s shareholders benefit from a doubling of tra-

ding prices, they also enjoyed a higher dividend. Following the Company’s first distribution for

the 2011 fiscal year in the amount of € 0.08 per share, in March 2013 the Management and Su-

pervisory Boards resolved to raise the dividend for 2012 to € 0.09 per share. The dividend was

paid following adjournment of the Annual Shareholders Meeting on May 29, 2013, and represen-

ted a return of 3.5 percent at that point in time.

On February 26, 2014, the Management Board submitted a dividend proposal for fi scal 2013, call-

ing for a further increase in the dividend to € 0.10. The Supervisory Board approved this proposal

at its meeting on March 20, 2014. Both Boards are therefore proposing that the Annual Sharehol-

ders Meeting on May 28, 2014, resolve to distribute a dividend in the amount of € 0.10 per share.

This renewed increase is in line with the Company’s dividend strategy. QSC pursues the objective

of enabling its owners to share in their Company’s success, utilizing dividends, fi rst and foremost,

for this purpose. Each dividend that is paid for the past fi scal year thus represents the benchmark

for subsequent years, with the Management Board striving for a steady increase.

QSC shares trading lively • The doubling of trading prices in 2013 went hand in hand with rising

trading volumes. According to statistics from Deutsche Börse, an average of 638,000 QSC shares

changed hands each day on Xetra and on the trading fl oor; the year before, this metric had stood

at 527,000. As trading prices rose, these trading volumes, too, rose to € 574.3 million in 2013, by

comparison with € 284.3 million the year before.

However, the numbers indicated here cover only a portion of the total trades in QSC shares. In-

stitutional investors, in particular, also utilize over-the-counter platforms to buy and sell secu-

rities. It is estimated that these platforms account for some 30 percent of QSC share trades,

which means that their total trading volume is considerably higher.

Founders again acquire further shares • In late January 2013, QSC’s two founders, Dr. Bernd

Schlobohm and Gerd Eickers, also utilized the option of acquiring shares over the counter. Each

of them purchased 1,575,000 QSC shares at a price of € 2.25 per share, thus again strengthen ing

their shareholdings. Neither founder has ever sold a single share since the Company went public

in the year 2000.

Following this share purchase, each holds 12.5 percent of the Company’s total shares. On March

4, 2013, they notified QSC that they had entered into a voting trust and pooling agreement and

that 25 percent of QSC shares were now attributable to them jointly. The purpose of this agree-

ment, they noted, was not to pursue strategic objectives or trading gains; it served exclusively

to secure certain inheritance and gifting benefits under tax law.

Founders have

never sold a

single QSC share

Increasing weight of institutional investors • At year-end 2013, 75 percent of QSC shares were

widely held, with this metric rising by 5 percentage points by comparison with December 31, 2012.

This was attributable to a resolution adopted by the Management Board on January 9, 2013, un-

der which the 13.6 million shares that had been acquired by QSC within the framework of the fi rst

share buy-back program were withdrawn from circulation, correspondingly reducing capital stock.

At year-end 2013, 63 percent of the free fl oat was in the hands of institutional investors, with pri-

vate investors accounting for 37 percent. The percentage held by institutional investors thus again

rose by 3 percentage points in fiscal 2013. According to information dated August 2013, Nether-

lands-based funds offerer Kempen Capital Management held more than 5 percent. UK-based

J O Hambro Capital Management had notified the Company in December 2013, that it had drop-

ped below this reporting threshold, but now held more than three percent of QSC shares. No fur-

ther voting rights notifications had been received at year-end 2013. In spite of the growing per-

centage of institutional investors, the number of QSC shareholders, too, also rose in 2013, from

1,583 to 29,345. On the heels of the breathtaking pace of trading price development and the repor-

ting that accompanied it, any number of private investors had once again discovered QSC shares.

Analysts boost share price targets • Interest on the part of many investors stems from analysts’

studies and recommendations. At year-end 2013, 12 financial institutions were regularly publi-

shing coverage. During the course of the year, DZ Bank and HSBC Trinkaus & Burkhardt ended

coverage as their focus had changed. On the other hand, a further financial institution, Bank-

haus Lampe, which focuses on German small- and mid-cap issues, published its first study.


SHAREHOLDER STRUCTURE AS OF DECEMBER 31, 2013

Gerd Eickers

Dr. Bernd Schlobohm

Free fl oat

12.49 %

74.97 %

12.54 %

FINANCIAL INSTITUTIONS THAT PUBLISH STUDIES ON QSC

Bankhaus Lampe

Berenberg Bank

Close Brothers Seydler Research

Commerzbank

Deutsche Bank

Hauck & Aufhäuser

Independent Research

JPMorgan Cazenove

Kepler Cheuvreux

Landesbank Baden-Württemberg

Metzler Equities

Warburg Research

Kempen Capital

Management holds

more than 5 percent


The visible progress in the Company’s operating business prompted numerous analysts to revise

their forecasts during the first half of 2013, raising their trading price targets considerably. Dur-

ing the further course of the year, QSC shares had already achieved some of these ambitious

targets, prompting analysts to revise their classifications accordingly. In spite of the fact that

trading prices doubled during the course of the year, at the end of December 2013 three institu-

tions were recommending QSC shares as a Buy, eight as a Hold, while only one institution ran ked

them as a Sell.

Intensive Investor Relations work • The Company’s share price rally sparked interest on the part

of numerous investors in 2013. The Management Board presented the Company, its current po-

sition and its strategy at capital market conferences conducted by such leading financial insti-

tutions as Berenberg Bank, Commerzbank, Deutsche Bank and Kepler Cheuvreux. Roadshows

took the Management Board to all major European fi nancial hubs. Moreover, the members of the

Management Board conducted numerous individual talks in Cologne and Hamburg, and additio-

nally fi elded questions during conference calls and within the framework of major events like the

German Equity Forum.

At an analyst conference on March 4, 2013, and an analyst roundtable on December 12, 2013, the

Management Board provided fi rst-hand information to the analysts. While in the spring the focus

had been on the preliminary numbers for the 2012 fiscal year and the outlook for 2013, interest

in December centered around the Company’s innovation strategy. QSC showcased any number

of innovations that are either already ready for market or under development, explaining the

contributions they will be making toward achieving the Company’s ambitious growth strategy.

One major instrument for capital market communication consists of conference calls on the day

quarterly numbers are announced. QSC posts the presentations and recordings of the com-

ments made by members of the Management Board on its IR website, thus enabling all interested

parties to obtain first-hand information. Moreover, the presentations are also available on Slide-

Share, the world’s largest platform for these kinds of documents.

SlideShare is but one of the social media that QSC utilizes in its Investor Relations (IR) work.

The Com pany additionally enables its latest news to be followed on Twitter. The IR Company‘s

website serves as the key information platform. It contains all relevant information for capital

mar ket players, such as fi nancial reports, IR press releases, a fi nancial calendar, analyst assess-

ments and detailed documents relating to the Annual Shareholders Meeting.

Analysts reward

progress made in

operating business

FOR FURTHER INFORMATION:

WWW.QSC.DE/EN/QSC-AG/

INVESTOR-RELATIONS

FOR FURTHER INFORMATION:

WWW.SLIDESHARE.NET/QSCAG


Securities control number

ISIN

Trading symbol

Bloomberg symbol

Reuters symbol

Market segment

Stock exchanges

Index membership

Designated sponsorship

Shares outstanding as of December 31, 2013

Share class

Xetra closing price on December 28, 2012

Xetra share price high in 2013

Xetra share price low in 2013

Xetra closing price on December 30, 2013

BASIC INFORMATION ON QSC SHARES

513 700

DE0005137004

QSC

QSC GR

QSCG.DE

Prime Standard

Xetra and regional German stock exchanges

TecDAX, CDAX, HDAX

Midcap Market, Prime All Share

Technology All Share

DAX International Mid 100

DAXsector All Technology

DAXsector Technology

DAXsubsector All Communications Technology

DAXsubsector Communications Technology

DAXsupersector Information Technology

DAXplus Family

Tradegate Indikator TecDAX

Close Brothers Seydler Bank AG

124,057,487

No-par-value registered shares of common stock

€ 2.11

€ 5.14

€ 2.11

€ 4.30

THE STRATEGY IS WORKING.

QSC’S SHAREHOLDERS ARE PARTICIPATING IN ITS SUCCESS AS AN ICT PROVIDER IN THE FORM OF A HIGHER DIVIDEND. PLUS TRADING PRICES FOR QSC SHARES DOUBLED IN THE 2013 FISCAL YEAR.

Human Resources 50

Compensation 52

Corporate Culture 53

Human Resource Management 50

Initial and Continuing Training and Education 50

Group Management Report

25

Business Operations 26

Market and Competitive Position 29

Strategy 30

Organizational Structure 32

Steering 32

Research and Development 33

Corporate Social Responsibility 35

Corporate Governance Report and

Declaration of Corporate Management 37

Declaration of Compliance 41

Compensation Report 44

Economic Report 54

General Conditions 54

General Regulatory Conditions 56

Course of Business 57

Actual vs. Forecast Course of Business 59

Performance Indicators 60

Profitability 62

Profitability by Segment 65

Financial Position 68

Net Worth 69

General Remarks 70

Subsequent Events 71

Management of Risks 79

Organization and Procedures 79

Assessment Methodology 80

Report on Risks 79

Supplementary Information (§ 315 “HGB”) 82

Individual Risks 83

General Remarks 85

Information Relating to Acquisition Law 86

General Remarks on Further Development 72

Future Environment 72

Anticipated Profitability 73

Outlook Report 72

Anticipated Profitability by Segment 74

Anticipated Financial Position and Net Worth 75

Management of Opportunities 76

Report on Opportunities 76

Individual Opportunities 76

Fundamentals of the Consolidated Group 26

Corporate Governance 37


BUSINESS OPERATIONS

One-stop shopping for ICT services • QSC AG (“QSC” or “the Company”) offers business custom-

ers one-stop shopping for comprehensive ICT services. In this connection, ICT stands for the

convergence of Information Technology (IT) and Telecommunications (TC) into a consistent sector

of the economy in the Internet age. QSC’s spectrum of products, services and solutions includes

both custom-tailored solutions for the individual needs of business customers as well as a mo-

dular product portfolio for smaller companies and distribution partners. The spectrum can be

classifi ed into four categories: TC services, Outsourcing, Consulting and Cloud Services.

TC services afford effective networking • In QSC, customers can find all of the products needed

for network-based voice and data communication. They can choose between asymmetric ADSL2+

lines, symmetric SDSL lines as well as premium Internet access via Wireless Local Loop net-

works. An Open Access model for providers and users of Next Generation Internet connections,

predominantly fiber optic connections, rounds out the Internet portfolio.

Many customers also utilize their Internet connections for voice telephony. QSC offers IP tele-

pho ny connections (Voice over IP) and the appropriate TC systems. In addition, the Company’s

port fo lio also includes further forms of voice telephony: from Open Call-by-Call and Preselect

offerings to value added services right through to mobile communication.

One major element of QSC’s TC offerings also consists of Virtual Private Networks (VPN). They

afford a secure exchange of data and voice between corporate locations and branch offices, with

team members, field personnel, partners and suppliers. A VPN like this can include both Ger-

man and non-German sites.

Fundamentals of the Consolidated Group

QSC AG‘S SPECTRUM OF PRODUCTS, SERVICES AND SOLUTIONS

TC Services

Cloud Services Outsourcing

Consulting

Group Management Report Fundamentals of the Consolidated Group 27

Outsourcing assures high level of security • In this sector, the portfolio ranges from outsourcing

services for IT workplaces right through to outsourcing complete IT infrastructures. Regardless

of the scope of the project, QSC assures that the highest security standards are maintained.

The Service Desk focuses on support for users on the customer side; this also includes optimiz-

ing IT operations and service processes to assure an efficient work environment for the users.

QSC’s offerings also include SAP and Microsoft Application Service, with QSC staff supporting,

maintaining and continuously evolving these kinds of systems.

Upon request, QSC can also assume IT Operations Management, and thus responsibility for the

reliable operation of IT systems. This can include operating the SAP or Microsoft environment in

question, database management systems, collaboration services and/or platforms for mobile de-

vices. When an infrastructure is outsourced, QSC assumes the complete IT operation and assures

smooth and trouble-free service. The range of services includes operation of the servers, ap-

pro priate fi rewall and security services, as well as their integration within fast, secure networking

solutions. Moreover, QSC offers a broad portfolio of data center services: from provisioning an

infrastructure in the form of Housing and Hosting right through to building and operating com-

plete data centers for customers.

Long years of competence in Consulting • QSC possesses long years of extensive experience in

consulting enterprises on how to optimize their business processes with the two focal points of

SAP and Microsoft. QSC is both an SAP Gold Partner as well as a Microsoft Gold Certifi ed Partner.

At year-end 2013, over 160 experts were concentrating on designing, implementing, optimizing

and evolving SAP applications. In addition to applications development and customization of SAP

systems, their project work also includes optimizing key business processes as well as repor t-

ing. QSC has more than 120 experts who are supporting the Company’s customers in planning,

implementing and integrating Microsoft applications and technologies. The focus is on imple-

menting Cloud services with the aid of Microsoft Private Cloud solutions, as well as the employ-

ment of communications and collaboration solutions from the world’s largest software company.

They are uniting what have up until now been separate communications vehicles, such as tele-

phone, fax, e-mail, audio- and videoconferencing, as well as Instant Messaging.

Cloud services afford tremendous fl exibility • A growing number of Cloud services have recent ly

been broadening the portfolio; what customers value, first and foremost, is the tremendous fle-

xibility of QSC’s in-house developments. The focus is on Software-as-a-Service (SaaS) and Infra-

structure-as-a-Service (IaaS) solutions. QSC primarily offers mobile and scalable workplace com-

ponents as SaaS solutions; these include Unified Communication and Collaboration solutions,

as well as a Cloud-based virtual workplace, along with intelligent management of mobile de-

vices. One of the first IaaS services consists of Storage as a Service. The Internet-based, highly

available infrastructure for data storage assures that both start-ups as well as corporate groups

can swiftly store, process and retrieve unlimited volumes of data.

QSC a Gold Partner

to SAP and Microsoft


Three business units marketing ICT services • In order to be able to specifi cally address the needs

of the various customer groups, QSC’s operating business is handled by three business units:

Direct Sales, Indirect Sales and Resellers.

- Direct Sales focuses on solutions business, and thus addresses more than 8,000 larger and

mid- size enterprises in Germany. Working in direct contact with customers, it develops cus-

tom-tailored ICT solutions, utilizing the entire portfolio of products and services – from simple

Internet connections right through to outsourcing IT infrastructures as well as consulting in

connection with complex SAP and Microsoft projects.

- Indirect Sales addresses nearly 900,000 smaller and mid-size companies in Germany that ty-

pically do not have employees of their own on staff for information and communications techno-

logy, obtaining their ICT services from regional partners instead. QSC is therefore collaborating

with what are now nearly 480 regional sales partners and distributors, who utilize standard-

ized TC, Outsourcing and Cloud services.

- The Resellers Business Unit bundles its business with service providers that address residen-

tial customers, first and foremost; they currently include telecommunications carriers, cable

network operators and Internet service providers, in particular. The focus in this connection

is still on conventional TC services.

TÜV- and ISO-certifi ed data centers in Germany • QSC offers ICT services on the basis of its own

infrastructure. This enables the Company to assure its customers a consistently high level of

quality along the entire value chain (end-to-end quality). The Company is among the few players

that cover the entire spectrum of ICT products and services, from data centers right through to

the workplace.

QSC‘S BUSINESS UNITS

Direct Sales

Indirect Sales

Resellers

TC Services Cloud Services Outsourcing Consulting

Custom-tailored ICT solutions for companies employing > 500 people

Standardized ICT services for companies employing 10 – 500 people

Preliminaries for resellers

Nearly 480 regional

sales partners

and distributors


One key element of the ICT infrastructure consists of TÜV- and ISO-certified data centers; QSC

pos sesses data centers in six German locations (Cologne, Frankfurt, Hamburg, Munich, Nurem-

berg, Oberhausen) offering a total of 15,000 square meters of fl oor space. The Company operates

its data centers exclusively in Germany, and is subject to that country’s data protection require-

ments, which are very strict by international comparison. Their proven high level of quality and se-

curity as well as their proximity to the Company’s SME customers are a key competitive advantage.

The data centers are linked by QSC’s own cutting-edge infrastructure. The foundation consists

of the Next Generation Network (NGN), which assures the convergence of various technologies

for voice and data transmission via the IP protocol. The Company has traditionally operated a na-

tionwide DSL network, a nationwide IP-based voice network, as well as one of the largest Wireless

Local Loop (WLL) access networks in Germany.

MARKET AND COMPETITIVE POSITION

Focusing on the German Market • QSC is an ICT provider serving enterprises of every size – from

trade contractors right through to large corporate groups. Its activities focus on small and mid-

size customers, as the Company – itself a mid-size enterprise – enjoys particular credibility here

and can collaborate with these customers at eye level. Although all three business units focus on

working the German market, Direct Sales is increasingly implementing transnational site net-

working as well as international Outsourcing and Consulting projects.

QSC‘S DATA CENTERS

QSC operates its

data centers only

in Germany

Hamburg

Munich

Cologne

Frankfurt/Main

Oberhausen

Nuremberg


One-stop shopping for ICT solutions a competitive advantage • QSC enjoys a good market po-

sition in all three business units. Direct Sales is competing against the subsidiaries of globally

ope rating IT and TC players, as well as against large German systems houses. In this competi-

tive environment, QSC is benefiting from its ability to offer one-stop shopping for ICT solutions.

In Indirect Sales, QSC sees itself competing, on the one hand, against traditional TC providers.

On the other, the Company is in competition with IT systems houses and software makers. In this

environment, QSC is scoring points, in particular, with its broad ICT portfolio and the quality of

service offered by a mid-size provider. In the Reseller segment, the Company is competing against

other alternative network operators.

STRATEGY

Growth opportunities in the ICT market • In recent years, QSC has evolved from a TC provider into

an integrated ICT provider and is pursuing a highly ambitious innovation and growth strategy. The

Company sees considerable potential stemming from the convergence of IT and TC into a con-

sistent ICT market. There are two key drivers behind this: On the one hand, more and more en-

terprises are outsourcing their infrastructures, data and applications to central data centers

and expect high bandwidths, quality and security from the data center to the connection network

right through to the individual workplaces. QSC is outstandingly aligned to do just that, and today

the Company is already one of the few players to offer consistent end-to-end quality. On the other

hand, mobile devices are displacing stationary workplaces. This is increasing the importance of

having an integrated IT infrastructure as well as applications that run centrally in the Cloud. QSC

is therefore going with the development of Cloud-based services and products, fi rst and foremost.

Additional growth potential is being created in the ICT market through the spread of ICT into

more and more new worlds of work and life, often enough collectively termed the “Internet of

Things.” In this connection, communication is no longer occurring only between users and servers,

but in creasingly also directly between machines or sensors. QSC is working on pilot projects in

the fi eld of machine-to-machine (M2M) communication, for example, thus producing a networked

manufac turing environment in which work pieces, machinery and transport systems all interact

through ICT.

And ICT, itself, is poised for a technology leap; the industrialization of IT will break down tradi-

tional structures, thus offering new growth opportunities for innovative players like QSC. Up un-

til now, many IT processes are still being performed manually and decentrally, which means

that – just as in industry – automation holds the promise of high efficiency gains. The linchpin in

this kind of industrialization consists of Cloud Computing with its extremely large advantages of

size and scale by comparison with the Client-Server technology that still predominates today.

And opportunities are also offered by the automation of running processes, such as in Outsourcing.

Industrialization

of IT offers QSC

new opportunities


Focusing on ICT business • QSC’s strategy is essentially derived from these market developments.

The Company is driving ICT business and is predominantly expanding its spectrum of products

and services relating to the issues of Cloud Computing and the Internet of Things. However, QSC

continues to generate considerable conventional TC revenues, especially in its Resellers Business

Unit. As a result of stiff pricing competition, the penetration of alternative offerings and increas-

ingly heightened regulation, though, these revenues are likely to further decline and in part con-

tinue to mask the Company’s successes in ICT business.

There are two thrusts in expanding ICT business: In its existing portfolio, on the one hand, QSC

is driving the integration of what are still separate IT and TC services into integrated solutions

and products and is automating further processes. Building upon this, the Company will be broa-

dening its share of the ICT budgets of its more than 30,000 business customers and specifically

prospecting for further customers.

On the other hand, QSC is going with innovations; they could just as well be new technologies for

new markets as new technologies for existing markets, or existing technologies for new markets.

The Company’s QSC-WiFi product that debuted in late 2013, for example, utilizes QSC’s long years

of Wireless Local Loop competence to create an intelligent advertising platform for enterprises

on smartphones in a WiFi environment. With QSC-tengo, the highly flexible Cloud-based work-

place, QSC will be marketing a new technology to its existing customers in 2014. QSC is addres-

sing new markets, for example, with its in-house developed Cloud platform that has been on the

market since January 2014 under the solucon trademark. This secure, high-performance plat-

form enables Cloud applications for the Internet of Things, for example, to be easily and swiftly

provisioned. An open interface affords easy connectivity to external partners in this system. Fur-

ther information about innovation activities is contained in the chapter entitled “Research and

Development” that begins on page 33.

Innovations crucial in achieving our Vision • Innovations are making a crucial contribution toward

achieving QSC’s Vision. In the autumn of 2011, the Company had named three strategic targets in

this connection: Revenues of between € 800 million and € 1 billion, an EBITDA margin of 25 per-

cent and a free cash fl ow of between € 120 and € 150 million. The sooner innovations are ready for

market, the sooner QSC will be able to achieve these highly ambitious targets for profi table growth.

When it comes to innovations, QSC does not depend solely upon the know-how of its own devel-

opers. The acquisition of smaller companies that possess strong technology or market compe-

tence is part and parcel of the Company’s strategy. With its new organizational structure that went

into effect in 2013, QSC put in place the prerequisites for being able to collaborate smoothly under

one roof with founders, entrepreneurs and enterprises.

QSC views itself as being well aligned in early 2014 for achieving its desired growth, as well as for

developing and marketing innovations. The Company possesses the requisite technology know-

how, a scalable, secure infrastructure and more than 30,000 existing customer relationships.

The key success factor, though, consists of QSC’s nearly 1,700 qualified, enthusiastic and com-

mitted employees. Even in a difficult market environment, QSC is succeeding in winning additio-

nal experts and assuring their loyalty to the Company long term. Further information in this con-

nection can be found in the chapter entitled “Human Resources” that begins on page 50.

Focus on Cloud

Computing and the

Internet of Things

SEE PAGES 33ff.

RESEARCH AND DEVELOPMENT

SEE PAGES 50ff.

HUMAN RESOURCES


ORGANIZATIONAL STRUCTURE

Organizational integration of INFO AG concluded • QSC AG, which is domiciled in Cologne, is the

parent corporation of this company. The merger of Hamburg-based INFO AG with QSC AG went

into effect on August 6, 2013, upon being entered in the Commercial Register of Cologne. Both

INFO AG, which was acquired in 2011, as well as its corporate name thus became defunct. How-

ever, the headquarters and locations of former INFO AG have been retained. In addition to the

Ham burg location and Headquarters in Cologne, QSC maintains ten sales offi ces throughout Ger-

many: in Berlin, Bremen, Dresden, Frankfurt, Hanover, Leipzig, Munich, Nuremberg, Oberhausen

and Stuttgart. Following the merger, there are still two major direct and indirect equity invest-

ments, respectively:

- Ventelo GmbH, which was fully acquired in fiscal 2002; its offerings for mid-size and larger

enterprises include direct landline connections, Preselect and Call by Call, as well as value

added services.

- Ventelo holds 100 percent of the shares of network operating company Plusnet GmbH & Co. KG,

which was founded in fiscal 2006. Plusnet operates a nationwide DSL network.

A full overview of the consolidated companies as of December 31, 2013, is contained in Note 37 of

the Notes to the Consolidated Financial Statements, beginning on page 137.

Evolution of the internal organizational structure • The merger of INFO AG marked the internal

conclusion of QSC’s transformation into an integrated ICT provider. It affords a considerably more

effective design – since it is now consistent – of internal organizational structures. The second

half of the 2013 fi scal year marked the implementation of a system of profi t, cost and service cen-

ters, thus strengthening the revenue and profi tability responsibilities of the individual operations

and fostering cross-locational collaboration. The heart of the organizational structure continues

to consist of the Company’s three business units. The profi t center idea enables the competences

of a given line of business to be bundled into autonomously operating companies. A good example

of this is tengo GmbH, which has been driving marketing for the forward-looking Cloud-based

work place since February 2013.

STEERING

Steering by means of fi nancial performance indicators • QSC utilizes the following fi nancial per-

formance indicators to steer the Company: Revenues, EBITDA, free cash flow and capital expen-

ditures. Non-financial performance indicators are not employed for steering purposes.

EBITDA is defined as earnings before interest, taxes, amortization of deferred non-cash share-

based remuneration, as well as depreciation/amortization of property, plant and equipment, and

intangible assets; the EBITDA margin reflects the revenues-to-EBITDA ratio. Free cash flow re-

sults from the change in net liquidity/debt from operating business. QSC accounts for capital

expenditures on the basis of timing and not payment fl ow, recording customer-related, research-

driven and other capital expenditures, along with infrastructure investments, under this parameter.

32

Close to customers

thanks to 12 locations

in Germany

SEE PAGES 137f.

NOTES


These parameters assure that well-balanced decisions concerning liquidity, profitability and

growth are being made throughout the organization. The following table provides an overview of

the development of these key steering parameters in fiscal 2012 and 2013:

Reporting systems support steering process • The central steering instrument consists of month-

ly reports that contain all relevant metrics and target/actual comparisons. These monthly reports

serve as a major basis for discussion at the bi-weekly meetings of the Management Board, as

well as for the monthly reports to the Supervisory Board. Moreover, current target/actual com-

parisons are utilized as the basis for regularly updating the rolling planning for all areas of the

organization; this serves as an early warning system for any variances, enabling corrections to be

made early on. As described beginning on page 79 of this Consolidated Management Report, the

risk management system is an integral element of reporting. This assures that any changes in

opportunities and risks will be directly integrated into the steering system.


€ 5.9 million research and development budget in 2013 • During the past fi scal year, QSC streng th-

ened its Research and Development efforts. At year-end 2013, 44 people were predominantly

working on development projects; one year before, this number had stood at only 12. Expansion

of the workforce went hand in hand with a rise in the corresponding budget. In 2013, QSC sig-

nificantly beefed up its research and development budget from € 2.0 million the year before to

€ 5.9 million. The Company capitalized € 4.0 million of this total (2012: € 1.5 million) and expensed

€ 1.9 million (2012: € 0.5 million), chiefly under cost of revenues.

QSC‘s development

budget up nearly

200 percent in 2013

SEE PAGES 79f.

RISK MANAGEMENT SYSTEM

Actual 2012 Forecast 2013 Actual 2013

Revenues (in € million) 481.5 ≥ 450 455.7

EBITDA margin 16.2 % ≥ 17 % 17.1 %

Free cash fl ow (in € million) 23.6 ≥ 24 25.6

Capital expenditures ratio 7.9 % 6 –10 % 8.7 %

RESEARCH AND DEVELOPMENT (in € million)

2013

2012

5.92.0


The focal points of development work in 2013 consisted of the completion of QSC-tengo and QSC-

WiFi, the development of initial applications on the basis of the Company’s in-house developed

solucon Cloud platform, as well as involvement in a number of major research projects. After de-

buting an initial prototype at CeBIT 2013, QSC then went on to complete work on QSC-tengo in the

subsequent months. This is a Cloud-based workplace and contains all of the functionalities that

are required for this purpose – from a broadband Internet link and a telephone connection right

through to central data storage. Initial sales partners had already been won for this inno va tion in

2013; the current fiscal year will mark the beginning of a broad-based appeal to end customers,

especially by Indirect Sales. QSC-WiFi, too, is ready for market. In this case, QSC is putting to use

its long years of competence with wireless networks; WiFi technology turns a smartphone into

an intelligent advertising platform that enterprises can utilize for personalized, secure and in-

teractive marketing measures. Initial pilot projects are already up and running at soccer stadiums

and retailers.

solucon – The Enabling Technology – is paving the way for numerous innovations • One key

element of QSC’s innovation strategy consists of solucon, an in-house developed Cloud platform

that can be utilized as the basis for simply, swiftly and securely provisioning Cloud applications.

solucon has been in uninterrupted live operation for two years and offers the utmost in reliabi-

lity thanks to its Zero Downtime Architecture. It affords a high level of data security and avail-

abi lity through splitting and geographic distribution, as well as by placing multiple copies of the

stored data in various QSC data centers. This also enables Machine-to-Machine services with

real-time requirements, for example, to be operated in a failsafe manner and with virtually no

maintenance windows.

solucon can be deployed in any desired industry or sector, and an open API interface offers oppor-

tunities for partnering, space for numerous innovations, and thus considerable growth potential.

The solution modules from the fi elds of Communications, Machine-to-Machine or Industrial Auto-

mation can be interconnected in a building-block system and offer high-performance operation.

And as a true Cloud platform, solucon offers far more than just Connectivity. Integration into exis t-

ing Customer Relationship, Supply Chain or Product Lifecycle Management systems, on the basis

of SAP, for example, can be accomplished easily; this means that investments that have already

been made in business processes or infrastructure are not lost.

With its QSC-Analyser and QSC-cospace business, the Company, itself, has already brought two

solucon-based applications to market. The QSC-Analyser identifies the quality of data trans-

missions over IP links between two or more measurement points; moreover, sections can be me-

tered in the event of high demand. Special QSC-Boxes located at the measurement points cap-

ture all relevant values. This method simplifies troubleshooting in the case of faulty connections.

The results are portrayed in a browser interface in a transparent and understandable way. QSC-

cospace business is a Collaboration Service for business customers that incorporates various

functionalities, such as an e-fax, mailbox and Cloud storage.

The simple, secure,

fast way to new

Cloud Applications


At the International Radio Exhibition (IFA) in Berlin in September 2013, QSC debuted the kind of

role that solucon and the QSC-Box can play in home automation. In the sample installation from

the EEBUS Initiative – an organization comprising enterprises and associations from the electric

power, energy and telecommunications industries –, a kitchen stove and front door lock were in-

telligently networked with one another via solucon. If the front door were then to close while the

stove is left on, the Cloud sends a notification to a previously stipulated smartphone, with which

the stove can then be easily switched off. The QSC-Box serves as the interface that allows stove,

lock and Cloud to “talk” with one another. This is an example of how appliances and equipment can

communicate with one another over the Internet of Things. At the same time, the solution under-

scored the wide variety of potential applications for solucon, ranging far beyond communication

services in the everyday office environment. solucon is also suitable for data storage, for cap-

ture and analysis of sensor data or for controlling the power consumption of electrical equip-

ment and appliances.

Ambitious research projects • New potential is additionally being opened up through QSC’s in-

volvement in major research projects. Since January 2012, QSC has been involved in O(SC)2ar, the

“Open Service Cloud for the Smart Car.” As part of a consortium under the lead of Aachen-based

StreetScooter GmbH and the major involvement of RWTH Aachen University, QSC is working on

a smartphone-style combination of applications offering open Internet services for a new ge ne-

ra tion of electric vehicles. Routes, for example, can be optimized with a view to the required bat-

tery char ging periods. An initial pilot project here has been up and running at a logistics provi-

der since 2013.

Also in the pilot phase is a solution that QSC developed itself for a virtual power plant. This Cloud-

based application enables energy providers to steer purchases and sales of electricity. In contrast

to the situation prior to the German energy reform, electric power utilities now have to balance

the production output from hundreds or even thousands of independent regenerative energy sour-

ces against the respectively prevailing demand; and they need new steering instruments to do this.

CORPORATE SOCIAL RESPONSIBILITY

Focusing on the immediate environment • QSC consolidates three issues within Corporate Social

Responsibility (CSR): responsible corporate management, social commitment and sustainable

bu siness practices. Further information on corporate management can be found beginning on

page 37 of this Annual Report. Itself a mid-size enterprise, QSC traditionally focuses its social

commitment on initiatives within the Company and its immediate environment. Concentration has

been on in-company training, even over and above QSC’s own needs, as well as on assuring com-

patibility between family and work for the Company’s some 1,700 people; further information is

provided in the chapter entitled “Human Resources” that begins on page 50.

Virtual power plants:

QSC develops Cloud-

based solution

SEE PAGES 37ff.

CORPORATE MANAGEMENT

SEE PAGES 50ff.

HUMAN RESOURCES


Partner in the “Hamburg Way” • In Hamburg, QSC has been a partner for years in the “Hamburg

Way” initiative, which assumes social responsibility for people in the city of Hamburg. Among

other things, QSC has assumed the sponsorship of the “SportXperts” project, where children and

youths can learn to handle and utilize a wide range of media in a highly realistic manner. They are

trained as child reporters and courses teach them how to develop their own questions, shoot

on-scene video and then be involved in editing it. Before that, for example, QSC had equipped 20

selected daycare facilities with PC workstations within the framework of its sponsorship.

QSC is convinced that these kinds of initiatives are making a greater contribution to the evolution

of society than focusing on environmental issues. This is because ICT services, themselves, are

making a major contribution toward sustainable business practices in all industries. They enable

work-at-home workstations to be set up, for example, thus reducing commuter traffi c, and video-

conferencing to be substituted for business travel, as well as allowing people in differing loca-

tions to work on projects jointly thanks to modern collaboration tools.

High energy efficiency in data centers • However, QSC AG naturally pays attention to the conser-

vation of resources and ongoing optimization of energy inputs. This applies, in particular, to the

data centers in Germany. Most recently, the energy efficiency of the data centers in Munich and

Nuremberg were certified by the German TÜV in December 2013; both locations were awarded

Effi ciency Class A. This certifi es the sustainable operation of the data centers as well as ongoing

optimization of consumption and of air conditioning as a function of cooling need and target tem-

peratures. Moreover, meaningful energy conservation options are largely implemented, with e ner-

gy-saving, environmentally compatible systems primarily being employed.

The other data centers, too, follow the same principles. In Hamburg, for example, older equip-

ment is regularly being replaced with more energy-effi cient alternatives and cooling systems are

constantly being optimized. One key issue also consists of server virtualization, or operating so-

called “shared” hardware; in other words, the utilization of hardware by multiple users. In addi-

tion, the Hamburg location is collaborating with the environmental authorities there in the field

of ener gy-saving measures.

QSC also values high energy effi ciency in operating its nationwide infrastructure. Savings can be

achieved, among other things, by deactivating unused network components or consolidating lines.

In 2013, the Company additionally installed further instrumentation in order to monitor energy

quality and efficiency, and replaced some older power supplies with more efficient ones.

The Purchasing Department monitors the lifecycles of all resources and ensures that materials

are largely reused. This department additionally assures that appropriate consideration is given

to the fundamental ideas of sustainable business practices and energy efficiency.

Energy efficiency

certified by TÜV

Group Management Report Corporate Governance 37

Supervisory Board

appoints three new

members to the MB

Corporate Governance Report and

Declaration of Corporate Management

Responsible, transparent corporate management • Ever since its founding, QSC has placed great

emphasis on responsible, transparent management and oversight of the Company with the ob-

jective of sustained value creation. As a publicly traded, mid-size enterprise that is domiciled in

Germany, QSC is guided essentially by German corporate law as well as the German Corporate

Governance Code (“the Code”). The pertinent government commission issued the most recent

revision of this Code on May 13, 2013. QSC largely complies with the Code’s recommendations,

yet it intentionally deviates from some of them in the case of a few points, which are detailed

below. The current Declaration of Compliance, dated November 21, 2013, is a constituent part of

this Re port; as in the case of all previous Declarations, it is made permanently available on the

QSC website.

Speaking on both its own behalf and on behalf of the Supervisory Board, the Management Board

reports below on corporate governance pursuant to Point 3.10 of the Code. This Report also in-

tegrates the Compensation Report called for by Point 4.2.5 of the Code, and additionally con-

tains information pursuant to § 289a of the German Commercial Code (“HGB”) regarding corpo-

rate management.

MANAGEMENT AND OVERSIGHT

Dual leadership structure • QSC AG is a publicly traded stock corporation organized under Ger-

man law with a dual leadership structure. The Management Board manages the Company under

its own direction; the Supervisory Board appoints the Management Board, oversees it and advises

it. The members of both corporate bodies are committed solely to the interests of the Company;

there were no disclosable conflicts of interest in fiscal 2013.

Jürgen Hermann QSC’s new Chief Executive Offi cer • Since September 1, 2013, the QSC Mana ge-

ment Board (MB) has comprised four members: Jürgen Hermann (Chair), Barbara Stolz, Stefan

Freyer and Henning Reinecke. Given the scheduled expiration of his term of office as Chief Exe-

cutive Officer effective April 30, 2013, long-serving Chief Executive Officer Dr. Bernd Schlobohm

requested in January 2013 that the Supervisory Board not extend his term of office beyond the

Annual Shareholders Meeting on May 29, 2013. The Supervisory Board complied with this re-

quest on January 22, 2013, appointing former Chief Financial Offi cer Jürgen Hermann to serve as

QSC’s new Chief Executive Officer effective May 30, 2013.

At its meeting on March 19, 2013, the Supervisory Board appointed the former head of Finance

operations, Barbara Stolz, to the Management Board as QSC’s new Chief Financial Officer effec-

tive June 1, 2013. This was then followed on August 29, 2013, by the appointment of Stefan Freyer

and Henning Reinecke to the Management Board effective September 1, 2013; both had previ-

ously served on the management board of INFO AG. Effective this same date, Arnold Stender re-

signed from the Management Board. As the managing director of QSC subsidiary tengo GmbH

since September 1, 2013, he has been devoting his full energies toward evolving this innovative

product family.


Collegial collaboration on the Management Board • Pursuant to the Rules of Procedure pro-

mulgated for the Management Board by the Supervisory Board, Management Board resolutions

require a simple majority of the votes cast, with the Chair casting the deciding vote in the case of

tie votes. All resolutions relating to measures and transactions that are of major significance to

the Company or that involve a greater economic risk are adopted by the full Management Board;

given QSC’s SME structure, the Management Board refrains from forming committees. A divi-

sion-of-responsibilities plan governs the areas of responsibility of the members of the Manage-

ment Board. Each Management Board member manages those areas of responsibility under his

or her own direction within the framework of Management Board resolutions.

The Supervisory Board typically appoints the members of the Management Board for a term of

three years. In staffi ng the Management Board, it is guided solely by the qualifi cations of the can-

didates in question and does not give any preferential decision-making relevance to gender in

this regard. In staffi ng executive positions within the Company, the Management Board is aware

of its responsibility to take diversity into account. It strives to give due consideration to females

for positions of leadership; however, as in the case of many other companies, QSC is faced with

the challenge that not enough women in Germany are pursuing careers in technical professions,

and thus in the ICT sector.

Six-member Supervisory Board • Pursuant to the Articles of Association and Bylaws, the QSC

Supervisory Board comprises six members. Since the Company employs more than 500 people,

the German One-Third Participation Act (“Drittelbeteiligungsgesetz”) is applicable. This means

that the shareholders elect two thirds of the members of the Supervisory Board, the employees

one third. Unless otherwise mandated by legislation or the Company’s Articles of Association

and Bylaws, the Supervisory Board and its committees adopt resolutions by a simple majority

vote. During the past fiscal year, three committees were in place for the full year, the Nomina-

ting, Audit and Human Resources Committees; since the new elections to the Supervisory Board

on May 29, 2013, there has additionally been a Strategy Committee. All committees report regu-

larly to the full Supervisory Board and prepare its resolutions. Detailed information relating to

the work of the Supervisory Board and its committees is contained in the Report of the Supervi-

sory Board beginning on page 11.

Gender parity on the Supervisory Board • During the past fi scal year, new elections were held for

all members of the Supervisory Board. The shareholders were able to inform themselves about

the individual candidates in advance, with QSC declining to make a disclosure pursuant to Point

5.4.1 of the Code. The Company does not consider these recommendations to be concrete enough,

and views the requirements set forth in the German Stock Corporation Act (“AktG”) as satisfying

the need for shareholder information.

By a sweeping majority, the Annual Shareholders Meeting on May 29, 2013, elected the follow ing

four shareholder representatives for a term of office of five years each: The Company‘s co-foun-

der Gerd Eickers; the head of the corporate tax operation at SAP AG, Ina Schlie; QSC co-founder

Dr. Bernd Schlobohm, and Dr. Frank Zurlino, managing partner of the international management

consulting fi rm Horn & Company. The employees had already voted in April for Anne-Dore Ahlers,

group leader in the SAP Competence Center, as well as for Cora Hödl, who heads up the QSC‘s

voice services. Following the adjournment of the Annual Shareholders Meeting, the new Super-

visory Board elected Dr. Bernd Schlobohm as its Chair and Dr. Frank Zurlino as Vice Chair.

Dr. Bernd Schlobohm

elected as new Chair

of the Supervisory Board

SEE PAGES 11ff. REPORT

OF THE SUPERVISORY BOARD


All objectives relating to the composition of the Supervisory Board achieved • The new Super-

visory Board satisfies all objectives relating to its composition that this body had promulgated

in August 2012 on the basis of the German Stock Corporation Act and the Code. Accordingly, the

members of the Supervisory Board overall should possess the requisite knowledge, skills, abi-

lities and professional experience required to properly execute their duties. At least one member

who is independent in the sense of § 100, Para. 5, of the German Stock Corporation Act and pos-

sesses professional expertise in the fi elds of accounting or auditing should sit on the Supervisory

Board – as the head of corporate tax operations at a globally operating enterprise, Ina Schlie

satisfies these requirements par excellence.

Under the assumption that the employee representatives, too, fundamentally satisfy the criteria

of independence in the sense of Point 5.4.2, Sentence 2, of the Code, at least two shareholder re-

presentatives who are independent in the sense of Point 5.4.2, Sentence 2, of the Code should sit

on the Supervisory Board in addition to the two employee representatives. Currently these mem-

bers are Ina Schlie and Dr. Frank Zurlino. The number of former Management Board members

on the Supervisory Board is limited to a maximum of two. This presently relates to QSC’s two

foun ders, Dr. Bernd Schlobohm and Gerd Eickers; Eickers had served on the Management Board

from 2001 to 2003. Moreover, no member of the Supervisory Board who exercises a function on

a corporate body or a consulting function at major competitors of the Company or the consoli-

dated group should hold a seat on the Supervisory Board. As a general rule, only candidates who

are younger than 75 years of age should be nominated for election. Moreover, at least one seat

on the Supervisory Board should typically be held by a female; presently, women make up one

half of this body.

Regular interaction between corporate bodies • The Management Board informs the Supervi-

sory Board promptly and comprehensively as to issues having corporate relevance relating to

strategy, planning, business development, risk position and risk management, as well as com-

pliance. The Management Board’s Rules of Procedure require the consent of the Supervisory

Board to conclude any major business transactions, such as stipulation of the annual planning,

major capital investments, acquisitions and fi nancing measures. These kinds of decisions by the

Supervisory Board are intensively prepared and deliberated in the committees and by the full

Supervisory Board.

RELEVANT CORPORATE MANAGEMENT PRACTICES

Integrity the foundation for business activities • QSC views corporate governance as the frame-

work for managing and overseeing the entire Company; its internal policies are therefore in

harmony with the Code. Moreover, management of the Company is based upon a common value

system, with integrity playing a key role. The Company views integrity as a role model and yard-

stick for proper corporate management and strictly observes compliance with all laws and in-

ternal consolidated group rules. In this connection, QSC counts strongly on the self-direction and

personal integrity of all of its people. QSC expects their everyday business actions to be legal

and ethical in order to avoid harm to the Company and the general public.

Supervisory Board is

promptly and compre-

hensively informed


The focus in this connection is on prevention: Improper behavior should be prevented right from

the very beginning. Internal training events that are geared to the needs of the real world serve

to sensitize all employees to such issues as legality and professionalism in their dealings with

third parties. QSC strictly observes compliance with the four-eyes principle and the division of

responsibilities. Policies on such critical points as insider trading law, information security, data

pro tection, approval and signature authorizations, risk management and purchasing provide the

necessary clarity for correct behavior in everyday operations. Yet even in this kind of environment,

it is not possible to entirely preclude the risk of improper behavior on the part of some individuals.

Should there be breaches in this connection in individual instances, in spite of all preventive

measures, the facts will be ascertained and any breaches punished, without regard to the indi-

vidual or his or her position.

QSC views compliance as a major leadership responsibility that necessitates the ongoing atten-

tion of its leadership bodies. The Management Board, the Supervisory Board and its Audit Com mit-

tee therefore regularly deal with this issue; in doing so, they draw upon the quarterly risk reports,

in ternal controlling and internal audit reports, among other things. These discussions produce

major impetus for steadily evolving the compliance management system.

INTERACTION WITH SHAREHOLDERS

QSC provides timely and comprehensive information • Transparency and openness are what

cha racterize QSC’s capital market communication. The Company utilizes its own website to report

promptly on all relevant developments. Interested parties will find ad-hoc and press releases

there, along with Quarterly and Annual Reports, current presentations as well as a financial ca-

lendar. This website is also where QSC provides all relevant documents for the Annual Share-

holders Meeting. However, the Company sends out invitations only via postal mail. Thanks to the

fact that its shares are registered, the Company possesses a complete overview of postal ad-

dresses, therefore eliminating the need for costly and time-consuming compilation and entry of

the e-mail addresses for reasons of efficiency.

Annual Shareholders Meeting the central platform for interaction • The Annual Shareholders

Meeting (ASM) represents the central event for interacting with shareholders. Some 43 percent

of the capital stock were in attendance at the 2013 Annual Shareholders meeting, which was

con ducted in Cologne on May 29 last year. Shareholders who did not attend in person were able

to have their voting rights exercised either by a proxyholder of their choice or by a voting proxy

bound by the shareholder’s instructions. The shareholders agreed to all items on the agenda by

swee ping majorities. As in previous years, the Chair of the Meeting assured that it progressed

smooth ly, thus again complying with the time frame of 4 to 6 hours set forth in the Code. As in

the past, the Management and Supervisory Boards did not choose to have this event transmitted

over the Internet, as the resulting costs and legal imponderabilities outweighed the potential

shareholder benefits.

Compliance a key

leadership task


During the course of the year, meetings with investors and analysts within the framework of

roadshows and individual talks, first and foremost, as well as conference calls on the day the

quarterly results are announced, provide further interaction with shareholders, assuring them

current information. QSC makes the respective presentations, as well as a recording of the

comments made by members of the Management Board, available to all shareholders. Further

information relating to the Company’s investor relations activities can be found in “QSC Share

Performance” on pages 18 – 23 of this Annual Report.

QSC founders increase shareholdings • One element of transparent communication, naturally, is

prompt information relating to acquisitions and sales of QSC shares by members of the Mana ge-

ment and Supervisory Boards, as well as individuals close to them in the sense of § 15a of the

German Securities Trading Act (“WpHG”). On January 30, 2013, QSC’s two founders, Gerd Eickers

and Dr. Bernd Schlobohm, each acquired 1,575,000 QSC shares at a price of € 2.25 per share

over the counter, with each paying € 3.5 million for the acquisition. Each of the two founders thus

holds 12.5 percent of QSC shares; 75 percent of the shares are widely held. In March 2013, these

two founders notified QSC that they had entered into a pooling agreement and that their joint

voting rights now accounted for in excess of 25 percent. Further information is contained begin-

ning on page 86 under “Information Relating to Acquisition Law.”

DECLARATION OF COMPLIANCE

Declaration Pursuant to Section 161 of the German Stock Corporation Act (“Aktiengesetz”) re-

gar ding QSC AG’s Compliance with the German Corporate Governance Code (“Deutscher Corpo-

rate Go vernance Kodex”) in the version dated may 15, 2012, as of its validity from may 13, 2013

Since its formation, QSC AG (“QSC”) has been committed to good corporate governance and has

viewed transparency and value-driven management as essential. Consequently, the company

implements nearly all recommendations set forth in the German Corporate Governance Code

(“Deutscher Corporate Governance Kodex”) and adheres to them in its daily work. Since the sub-

mittal of its last Declaration of Compliance, the company has complied and continues to comply

with the recommendations of the Government Commission “German Corporate Governance Code”

in the version dated May 15, 2012, as of its validity from May 13, 2013, with the following exceptions:

- No sending of the notification of the convening of the Annual General Meeting together with

the convention documents to all domestic and foreign fi nancial services providers, sharehol d-

ers and shareholders‘ associations by electronic means (Item 2.3.2 of the Code in the ver-

sion dated May 15, 2012) • There are two reasons why QSC sends the convention documents

only by mail: Firstly, experience has shown that an invitation provided by mail leads to a higher

SEE PAGES 18ff.

QSC SHARE PERFORMANCE

SEE PAGES 86ff. INFORMATION

RELATING TO ACQUISITION LAW


attendance of the shareholders at the Annual General Meeting. Secondly, as QSC is in posses-

sion of all postal addresses of its shareholders due to the fact that QSC has issued registered

shares, QSC refrains from collecting e-mail addresses of its shareholders for reasons of ef-

ficiency. With effect from the date on which the current version of the Code became valid, the

procedure applied by QSC does not constitute an exception.

- No agreement regarding a deductible in the D&O insurance for members of the Supervisory

Board (Section 93, Paragraph 2 of the German Stock Corporation Act (“Aktiengesetz”) (Item

3.8 Paragraphs 2 and 3 of the Code) • QSC complies with the recommendation of the German

Corporate Governance Code insofar as the D&O insurance policy has, since July 1, 2010, in-

cluded a deductible for Supervisory Board members of 10 percent of the respective damages

per damage event. However, and contrary to the recommendation, the liability per year is cap-

ped at 100 percent of the fixed annual remuneration of the Supervisory Board members, since

QSC does not deem it appropriate for the deductible to exceed their annual remuneration.

- No cap on all variable remuneration components of the Management Board members and on

total remuneration (Code item 4.2.3, paragraphs 2, sentence 6 in the version dated May 15,

2013) • Only one Management Board member still holds convertible bonds awarded in con-

junction with the SOP 2006 (i.e. before the new version of the Code became valid) as part of a

variable remuneration component. Although the relevant Management Board member‘s con-

tract contains a cap in the event of exceptional developments, it does not, however, contain any

fi xed cap on the amount of gains that might arise on exercise of the conversion rights in conjunc-

tion with the SOP 2006, nor, as a consequence, any cap on total remuneration. With the excep-

tion of this one point, QSC complies fully with the Code‘s new recommendation with respect to

current Management Board remuneration and will comply with it in the future when any new

remuneration arrangements are put in place.

- The contracts of the Management Board members do not contain a cap on severance pay-

ments in case of premature termination (Item 4.2.3, Paragraph 4 of the Code) • QSC AG‘s Su-

pervisory Board – in its earlier composition, and during whose period of offi ce the employment

contracts of two of the current members of the Management Board were signed – was previ-

ously of the opinion that any advance agreement with respect to severance payment cap would

be contrary to the spirit of a contract, which is usually concluded for a fi xed term and does not,

in principle, provide for the possibility of an ordinary termination by notice. Similarly, it was ar-

gued that it would be diffi cult in practice to enforce a contractual severance payment cap against

a Management Board member in the circumstances where it would be relevant. Furthermore,

it was considered unfeasible that any such advance stipulation would be reasonably able to

take into account the particular facts and the surrounding circumstances that might later give

rise to the premature ending of a Management Board member’s contract. Accordingly, no cap

was agreed with the Management Board members concerned. The Supervisory Board in its

current composition since the Annual General Meeting on May 29, 2013, has relinquished this

opinion and – for new Management Board members as from that date – has agreed a severance

cap which complies with the Code. The Supervisory Board also intends to continue this policy

in the future.


- No aiming for an appropriate consideration of women when appointing the Management Board

(Item 5.1.2, Paragraph 1, Sentence 2 of the Code) • The Supervisory Board does not follow

this recommendation insofar as its decisions when fi lling Supervisory Board positions are gui-

ded solely by the qualifications of the persons available as it has been in the past. In this res-

pect the Supervisory Board does not give decision priority to gender.

- No disclosure of the private and business relationships of each individual candidate with the

company, its representative bodies and any signifi cant shareholder of the company in the event

of proposals for election at the Annual General Meeting. (Item 5.4.1, paragraphs 4 to 6) • In

QSC‘s opinion, the recommendation of the German Corporate Governance Code does not spe-

cify clearly enough which relationships of a candidate must be disclosed and the extent to which

such disclosures are required to be made for proposed elections at the Annual General Meet-

ing, in order to comply with the recommendation. In the interests of legal certainty with respect

to future elections to the Supervisory Board, the Management Board and Supervisory Board

have decided to declare a divergence from the recommendation. QSC is of the opinion that the

existing disclosure requirements contained in § 124 paragraph 3 sentence 4 and in § 125 pa-

ragraph 1 sentence 5 of the German Stock Corporation Act (“AktG”) are sufficient to meet the

informational needs of the shareholders and will, at an appropriate date in the future, inves-

tigate and decide – voluntarily and without tying itself to the Code‘s recommendation – whe-

ther to disclose additional information about candidates proposed for election at the Annual

General Meeting.

Cologne, November 21, 2013

On behalf of the Management Board On behalf of the Supervisory Board

Jürgen Hermann Dr. Bernd Schlobohm


COMPENSATION REPORT

Transparent presentation of Management Board compensation • One major element of good cor-

porate governance consists of a transparent presentation of the total compensation paid to mem-

bers of the corporate bodies. The fundamental compensation system for members of the Mana ge-

ment Board has been evolved in recent years with a view toward modified statutory requirements

(e.g. the German Appropriateness of Management Board Compensation Act [“VorstAG”]) and was

most recently adopted by the Annual Shareholders Meeting on May 16, 2012. Pursuant to § 315,

Para. 2, No. 4, of the German Commercial Code, QSC reports below on the principles of this com-

pensation system, with individualized presentation of the compensation paid to members of the

Management Board.

Performance-based compensation system • The Supervisory Board stipulates the total compen-

sation to be paid to members of the Management Board, taking into consideration the respon-

sibilities and personal achievements of the respective Management Board member, the Com-

pany’s economic and fi nancial positions, as well as sustainable development of the Company, the

usual and customary nature of the compensation, taking into consideration the environment at

comparable companies, as well as the compensation structure that is otherwise in place at QSC.

The design of the variable compensation element takes into consideration both positive and ne-

gative developments. Moreover, in determining the compensation the Supervisory Board takes

pains to assure that it is structured in such a manner as to be competitive in the marketplace

and offer highly qualifi ed executives an incentive to sustainably develop the Company and its value

in a dynamically changing environment.

A maximum of 50 percent of the annual target compensation is fixed • The fixed salary ele-

ments fundamentally account for a maximum of 50 percent of the target compensation for each

member of the Management Board. This fi xed salary is paid in monthly cash installments as base

compensation. Moreover, the Management Board members additionally receive fringe benefits,

in particular in the form of the use of a company car or the utilization of a car allowance, as well

as pension commitments, which can be for old-age, survivors and disability benefits and are se-

cured by reinsurance coverage, and, in part, defi ned contribution commitments for benefi ts pro-

vided by insurance companies and welfare relief funds. Moreover, QSC maintains liability indem-

nifi cation insurance coverage that includes the members of the Management Board. Since July 1,

2010, the policy has provided for a corresponding deductible for members of the Management

Board, in accordance with the requirements of the German Stock Corporation Act. Management

Board members do not receive any separate compensation for assuming further offices within

the consolidated group.

Compensation system

approved by 2012 Annual

Shareholders Meeting


The variable compensation element is committed in the form of a fixed amount for each year in

office in the event that 100 percent of the targets are achieved and is based upon annual and

multiple-year targets agreed annually in target agreements. These targets can include such key

corporate performance indicators as free cash flow and consolidated net income, as well as in-

dividual parameters that result from non-quantifiable strategic targets. The target agreements

are made on the basis of the coming fi scal years; in the case of Company-based metrics, they can

contain minimum targets that are more ambitious than the externally communicated outlook.

Management Board members must achieve minimum targets • In entering into the annual tar-

get agreements, the Supervisory Board takes pains to assure that the portion of the variable tar-

get compensation attributable to the attainment of the multiple-year target represents at least

the percentage attributable to the attainment of the annual target. The Supervisory Board defi nes

lower and upper limits for each individual target, with the upper limit serving to cap the variable

compensation element in the event of out-of-the-ordinary developments at not more than 1.5

times the target compensation attributable to the variable compensation element at 100 percent

target attainment, and the lower limit stipulating the minimum target. If this minimum target is

not attained, the Management Board member will not receive any variable compensation ele-

ment for the corresponding target. Failure to attain the lower limit for the multiple-year target

that is determined in a fiscal year will additionally result in the reduction or elimination of the

variable compensation element for the subsequent fiscal years in a multiple-year period that is

attributable to the multiple-year target. The underage determined for the multiple-year target

also leads to a reduction or the elimination of the variable compensation element attributable to

the multiple-year target for the subsequent fiscal years in the multiple-year period.

The Supervisory Board can commit to paying the entire Management Board or individual Ma-

nagement Board members an appropriate further bonus in cash or in the form of shares or

stock options, with waiting, holding and exercise terms being agreed upon, in recognition of the

attainment of multiple-year targets and to foster sustained corporate development, as well as

to acknowledge exceptional achievements. Reference in this connection is made to Note 39 to

the Notes to the Consolidated Financial Statements. These conditions also apply with respect to

the conversion rights of Management Board members shown below.

The variable compensation element is due and payable following adoption of the Annual Finan-

cial Statements relating to the respective target agreement.

Performance-based Management Board compensation for fi scal 2013 • The total compensation

to members of the Management Board for the 2013 fiscal year amounted to K€ 1,726, by com-

parison with K€ 1,061 the year before. As in the previous year, no non-period compensation ele-

ments were granted for the 2013 fiscal year.

Supervisory Board sets

upper and lower limits

for each target


The increase in the total compensation was attributable to the fact that Management Board

mem bers were again able to be awarded variable compensation totaling K€ 790 due to achiev-

ing the performance targets stipulated by the Supervisory Board; there had been no entitlement

to variable compensation for the previous fiscal year, 2012, as the 2012 annual target had not

been achieved. The following table shows the compensation paid to the individual members of

the Management Board:

Fixed Salary Elements

Fringe Benefi ts Total Compensation

in K€

Fiscal year 2013

Dr. Bernd Schlobohm (Chief Executive

Offi cer through May 29, 2013)

Jürgen Hermann (Chief Executive

Offi cer from May 30, 2013)

Arnold Stender (Through Aug. 31, 2013)

Barbara Stolz (From June 1, 2013)

Stefan Freyer (From Sept. 1, 2013)

Henning Reinecke (From Sept. 1, 2013)

Total

151

269

141

107

61

61

790

144

304

161

124

77

77

887

303

589

310

240

139

145

1,726

8

16

8

9

1

7

49


Cash Compensation


Fringe Benefi ts Total Compensation

in K€

Fiscal year 2012

Dr. Bernd Schlobohm,

Chief Executive Offi cer

Jürgen Hermann

Arnold Stender

Thomas Stoek (Through Aug. 31, 2012)

Total

(29)

(18)

(6)

(6)

(59)

350

292

254

167

1,063

340

290

259

172

1,061

19

16

11

11

57


Cash Compensation

Management Board

again receives variable

compensation for 2013


The variable salary elements in 2012 in the amount of K€ -59 relate to gains from the return of

the provision for bonuses for fiscal 2011.

The variable compensation is based upon the target agreements entered into at the outset of the

2013 fi scal year or at the beginning of their term of offi ce in the case of the newly appointed Mana-

gement Board members; in this connection, equal annual and multiple-year targets have been

agreed for all Management Board members. Pro rata calculations of the variable compensation

are made for Management Board members who leave or are newly appointed during the course

of the fiscal year.

The 2013 annual target was linked to free cash flow and EBITDA. In this connection, lower limits

were agreed for these two sub-targets, which would have led to elimination of the entire variable

compensation for the 2013 fi scal year had they not been attained. The upper limit for variable tar-

get achievement was 150 percent in 2013.

The multiple-year target is geared toward maintaining, stabilizing and increasing the Company’s

sustainable dividend position out of income from ordinary business operations that was achieved

in fiscal 2011. The Supervisory Board has determined that the multiple-year target was attained

in fiscal 2013.

Benefi ts in the event of premature termination • Management Board members Stefan Freyer and

Henning Reinecke have each been promised a settlement in the amount of K€ 400 in the even of

premature termination of their Management Board term of office due to an effective revocation

of their appointment by the Company within the first two years of their employment contracts;

during the third employment contract year, the settlements will reduce by 1/12 per month in

which the employment relationship had existed. There is no entitlement to payment of a settle-

ment in the event of termination of the employment relationship for cause (§ 626, German Civil

Code (“BGB”)). In the event of an amicable termination of the Management Board term of office

without cause, the total value of the benefits committed by the Company within the framework

of an agreement of this nature will not exceed the amount of K€ 400.

Moreover, Management Board member Stefan Freyer possesses a direct pension commitment,

which was granted to him in fiscal 1997 by a predecessor corporation of INFO Gesellschaft für

Informationssysteme Aktiengesellschaft; this pension commitment continues to retain its vali-

dity following the merger of INFO AG and QSC AG in fi scal 2013. Under the terms of this pension

commitment, Mr. Freyer is entitled to old-age, disability and survivors insurance beginning at

the age of 60. The actuarial cash value of this pension commitment amounted to K€ 64 as of De-

cember 31, 2013, prior to offsetting an asset value for reinsurance in the amount of K€ 16. In fi s-

cal 2013, personnel expense of K€ 2 was recorded in this connection.

2013 annual target

linked to EBITDA

and free cash flow


Shares and conversion rights held by Management Board members • The following table pre-

sents individualized information relating to the number of shares and conversion rights held by

members of the Management Board:

Dr. Bernd Schlobohm increased his shareholdings in calendar year 2013 through additional over-

the-counter purchases (see also the notifications relating to transactions by executive staff pur-

suant to § 15a, German Securities Trading Act, at www.qsc.de).

No loans were granted to Management Board members.

Information relating to retired Management Board members • The compensation paid to Mana-

gement Board members who retired in fiscal 2013 is included in the table containing the indivi-

dualized information. They did not receive any special compensation for this retirement.

In 1997, Dr. Bernd Schlobohm was granted a direct commitment for old-age, disability and widow’s

pension. The commitment as of the balance sheet date amounts to K€ 1,172 before offsetting

the entitlement under reinsurance in the amount of K€ 722. Old-age pension expense in the

amount of K€ 130 was added to the pension provision in fiscal 2013.

Supervisory Board compensation • Under the provisions of QSC’s Articles of Association and By-

laws, each member of the Supervisory Board (SB) receives fi xed annual compensation in the amount

of K€ 35, payable subsequent to the close of the fiscal year; the Chair and his or her Vice Chair

receive K€ 70 and K€ 50, respectively. In addition to compensation for service on the Supervisory

Board, each Supervisory Board member receives special compensation in the amount of K€ 5

for his or her work on a Supervisory Board committee (with the exception of the Nominating Com-

mittee), and the committee chair K€ 10. The total compensation for their committee work paid

to members serving on multiple committees does not exceed K€ 25 per member. Supervisory

Board members who sat on the Supervisory Board or a committee for only a portion of the fis-

cal year receive the compensation on a pro rata basis.

Dr. Bernd Schlobohm

(Through May 29, 2013)

Jürgen Hermann

Arnold Stender (Through Aug. 31, 2013)

Thomas Stoek (Through Aug. 31, 2012)

Barbara Stolz (From June 1, 2013)

Stefan Freyer (From Sept. 1, 2013)

Henning Reinecke (From Sept. 1, 2013)

15,493,372

225,000

-

-

-

-

1,000

13,918,372

225,000

-

30,385

-

-

-

200,000

200,000

25,000

-

30,000

-

-

200,000

200,000

25,000

-

-

-

-

Dec. 31, 2013 Dec. 31, 2012

Shares Conversion Rights

Dec. 31, 2013 Dec. 31, 2012

1 Holdings at the time of retirement from the Management Board

2 Holdings at the time of joining the Management Board

1 1

1

2

1

2

Fixed compensation

of K€ 35 p.a. for each

member of the SB


For their activities in the 2013 fiscal year, the members of the Supervisory Board received ag-

gregate compensation in the amount of K€ 302 (2012: K€ 272). The table below presents indivi-

dualized information relating to the compensation paid to, and the number of shares held by,

members of the Supervisory Board.

In calendar year 2013, Supervisory Board member Gerd Eickers increased his shareholdings

through over-the-counter purchases (see also our notifications relating to transactions by exe-

cutive staff pursuant to § 15a, German Securities Trading Act.

With the exception of reimbursed travel and other out-of-pocket expenses, no member received

any further compensation or other advantages for personal services rendered over and above the

remuneration set forth herein. Nor were any loans granted to members of the Supervisory Board.

QSC AG maintains liability indemnifi cation insurance coverage, in which the members of the Su-

pervisory Board are included.

* Pursuant to § 15a of the Articles of Association and Bylaws

1 Numbers in parentheses relate to the amount of compensation from committee work

2 Employee representative

3 Holdings at the time of leaving

4 Holdings at the time of joining

2013 2012 Dec. 31, 2013 Dec. 31, 2013Dec. 31, 2012 Dec. 31, 2012

Compensation * (in K€) Shares Conversion Rights

(6)

(15)

-

(7)

-

(10)

(6)

-

(2)

-

(3)

(49)

(15)

-

(6)

(5)

-

(3)

-

-

(5)

-

-

(34)

35

56

-

48

7

45

36

14

16

21

24

302

85

-

17

45

35

15

-

35

40

-

-

272

187,820

15,493,372

-

15,552,484

14,563

-

10,000

500

4,000

-

-

-

200,000

-

-

-

-

-

-

-

2,700

4,100

187,820

-

203,072

13,977,484

14,563

-

-

500

4,000

-

-

-

-

-

-

-

-

-

-

-

-

-

Herbert Brenke, Chair


Dr. Bernd Schlobohm, Chair

(From May 29, 2013)

John C. Baker, Vice Chair


Gerd Eickers, (Vice Chair

Through May 29, 2013)

David Ruberg (Through May 29, 2013)

Ina Schlie (Since Sept. 3, 2012)

Dr. Frank Zurlino, Vice Chair

(From May 29, 2013)

Klaus-Theo Ernst 2


Jörg Mügge 2 (Through May 29, 2013)

Anne-Dore Ahlers 2

(From May 29, 2013)

Cora Hödl 2 (From May 29, 2013)

Total

1

3

4 4

3

3

4

3

3

4

4


HUMAN RESOURCE MANAGEMENT

Strategic expansion of the workforce • QSC’s success is based upon the commitment and will

to succeed of all of its people. Their recruitment, loyalty and further development are crucial pre-

requisites for being able to achieve the Company’s ambitious innovation and growth strategy. In

fiscal 2013, the Company expanded the workforce, continued its intensive initial and continuing

training and education, and lent consistency to working conditions in all locations.

During the course of the year, the number of employees rose by 204 to 1,689 people as of De-

cember 31, 2013. This strategic growth of 14 percent can be viewed as a success given the short-

age of professionals in the ICT sector. QSC benefited from its good reputation as an employer,

from its traditional commitment to training and education, as well as from the fact that customer

employees moved to QSC in connection with major Outsourcing projects. Recruitment was pre-

dominantly in the high-growth SAP area, in IT operations, as well as in Development.

As of December 31, the majority of employees were working in one of the two headquarters lo-

cations, Cologne and Hamburg, with 441 people working in Headquarters in Cologne, and 887 in

Hamburg. 75 ICT experts were working in Nuremberg, where QSC is predominantly driving its

Housing business. The remaining 286 people were distributed among the sales and branch offi ces

throughout Germany. 4 percent of the workforce are working on a home office basis. Following

the merger of INFO AG and QSC AG in August 2013, QSC lent consistency to working conditions.

From 2014 onward, all locations will be governed by the same rules relating to such issues as

old-age pensions, working hours and variable compensation.

INITIAL AND CONTINUING TRAINING AND EDUCATION

QSC again increases number of trainees in 2013 • QSC has traditionally been highly engaged in

training and education, as the Company views this as both a crucial lever in assuring new blood

as well as a contribution toward assuming social responsibility. As of December 31, 2013, 107

young adults were undergoing training at QSC; one year earlier, this number had stood at 102.

The training ratio thus amounted to 6 percent.

Human Resources

QSC workforce up 14

percent – despite short-

age of ICT professionals

EMPLOYEES (as of December 31)

2013

2012

1,6891,485

Group Management Report Human Resources 51

At QSC, young adults could choose between two ways of entering the working world: in-house

traineeships as information technologists in systems integration and applications development

and as computer, IT systems, and business operations specialists, or a work-study program.

In order to present these attractive training options to the largest possible number of young peo-

ple, especially at the Company’s two large locations in Hamburg and Cologne, QSC was involved

in numerous regional events and initiatives. In Cologne there was also a Speed Day event, which

offered interested young people on-site information about training opportunities at QSC. Further

opportunities for contact early on consist of pupil internships, school partnerships and involve-

ment in Germany’s nationwide Girls’ & Boys’ Day.

Specifically recruiting university graduates • In addition to trainees, QSC also recruited univer-

sity graduates. As of December 31, 2013, three graduate trainees were working in business and

sales operations, and another three in the Microsoft, project management and Cloud environ-

ments. Plus 12 participants in an SAP junior program. Five graduate trainees successfully con-

cluded their training program in 2013. QSC collaborates with universities to spark interest in

this form of qualified entry into working life early on. The Company is the major sponsor of the

IT Management and Consulting Master’s curriculum at Hamburg University; and there is close

collaboration with the technical university in Cologne.

QSC is also among the now some 1,500 companies throughout Germany that have joined the Fair

Company initiative and comply with its rules. They include a commitment to not substitute intern-

ships for full-time positions and to not console university graduates who are applying for regular

full-time employment with internships. On the contrary, internships serve to provide professional

orientation and are adequately compensated.

Broad range of continuing training and education offerings • The breathtaking pace of techno-

logical advances in the ICT world necessitates ongoing continuing education and development on

the part of all employees, focusing, in particular, on the Company’s strategic development. In this

connection, QSC concentrates fi rst and foremost on in-house offerings and a sharing of experien-

ces across departmental borders. The QSC Academy offers a broad spectrum of seminars that are

competence and career oriented and includes professional- and behavioral-spe cific modules.

Moreover, new employees are typically trained in the rules that prevail in the field of IT Service

Ma nagement in order to enable them to better understand the internal processes and interfaces.

NUMBER OF TRAINEES (as of December 31)

Start to working life:

work-study program

or in-house training

2013

2012

107102


Selected female employees are additionally fostered through the PepperMINT initiative, with

MINT standing for the fields of Mathematics, Information Technology/Computer Science, Natu-

ral Science and Technology. PepperMINT pursues the objective of fostering women who possess

MINT qualifi cations and advancement potential through special executive workshops and a men-

toring program and of qualifying them for executive positions.

COMPENSATION

Market-based compensation system • QSC pays all of its people competitive compensation. The

Company is not subject to any collective bargaining agreements, preferring instead to utilize a

compensation system and fringe benefits that are geared toward both individual and company-

specifi c needs as well as market standards. In addition to a fi xed salary, all employees also receive

a variable compensation element. Consistency was instituted here in fiscal 2013. In the future,

all employees will receive a variable compensation element that is based upon the achievement

of corporate targets. The percentage of the total salary accounted for by the variable compensa-

tion element rises along with increasing responsibility.

In addition, stock options as well as an attractive Company-sponsored old-age pension model

serve to promote long-term loyalty. Depending upon their activities, company cars are also pro-

vided to professionals and executives. Plus rules governing sick pay and termination protection

that reward long years of seniority.

Higher personnel expense in 2013 • The increase in the workforce went hand in hand with a cor-

responding rise in personnel expense in fiscal 2013, totaling € 108.4 million as of December 31,

2013, in contrast to € 94.8 million the year before. This represents an average cost per emplo-

yee of € 67,100 a year. Detailed information relating to the compensation paid to members of the

Management Board is contained on pages 44ff.

PERSONNEL EXPENSE (in € million)

2013

2012

108.494.8

All employees

receive variable

compensation

SEE PAGES 44ff.

COMPENSATION REPORT

Group Management Report Human Resources 53

CORPORATE CULTURE

Merger fosters common corporate culture • Following the merger of INFO AG and QSC AG, in the

second half of the year the Company instituted a new cross-locational organizational structure

incorporating a consistent management structure. It fosters a common corporate culture in all

locations. The underlying value system can be condensed into the following five principles:

1. We want to win

2. We are shaping change

3. We pay attention to one another

4. We work results driven

5. We interact with respect and appreciation

These principles stand for a corporate culture that is characterized by respect and appreciation,

as well as for an orientation toward achievement and results in our daily work.

Flexible working hours, time accounts, work and family • This value-based corporate culture in-

cludes an understanding for the personal situation of every employee and takes his or her wishes

into consideration within the range of capabilities available to a mid-size employer. The use of

flexible working hours throughout the organization facilitates compatibility between family and

work. There are no core working hours, and all employees are free to handle a portion of their

work from home, as coordinated with their supervisors. Time accounts enable salary elements

to be saved up for sabbaticals of up to three months in length.

QSC offers professional assistance in organizing the needs of work and family; the prestigious

Fürstenberg Institute, which has been active at the Company since fiscal 2011, offers an exten-

sive range of advisory services. Parents’ re-entry into working life is also eased through part-time

work options and home workplaces, as far as this is possible.

Aid in organizing

work and family


GENERAL CONDITIONS

Weak growth in Germany • QSC focuses on the German market, where for the second year in a

row the economy developed only sluggishly. According to calculations by the German Federal

Of fi ce of Statistics, gross domestic product grew by only 0.4 percent in 2013, in contrast to 0.7 per-

cent the year before. The economy was burdened by both the slowdown in global economic de vel-

opment as well as by the persistent recession in several European countries. As a result, domes-

tic consumption replaced exports as the growth driver; enterprises continued to remain cautious

and reduced their capital spending again in 2013.

This investment hesitancy also affected areas of the German ICT market. Overall, according to

industry association BITKOM, however, revenues remained stable during the past fiscal year,

totaling € 151.9 billion. IT revenues, alone, rose by 2.0 percent to € 74.7 billion; the market for

IT services, such as Outsourcing, which is of interest to QSC, recorded growth of 2.6 percent to

€ 35.7 billion. TC revenues of € 66.0 billion, on the other hand, remained at the previous year’s

level. While there was strong growth in business with mobile data services, mobile and fi xed-net-

work operators were forced to incur further shortfalls. This was caused, according to BITKOM, not

only by stiff pricing competition, but also by intervention on the part of government regulatory au-

thorities. Further information in this regard is available below in “General Re gulatory Conditions.”

Declining use of voice services • At the same time, the TC market is undergoing far-reaching

change; this is documented by an October 2013 study from VATM, an association of alternative

TC providers, showing that utilization of fi xed-network voice services continued to decline. In 2013,

the total number of voice minutes per day stood at only 233 million, as opposed to 266 million in

2008. More and more customers are utilizing flat-rate connections. Their share of daily fixed-

network voice volume rose to 89 percent in 2013; in 2008, this metric had stood at only 66 per-

cent. On the other hand, there was a dramatic decline in the importance of Call-by-Call and Pre-

select offerings.

Economic Report

DEVELOPMENT OF GERMANY‘S GROSS DOMESTIC PRODUCT (GDP)

2013

2012

+ 0.4 %+ 0.7 %

IT revenues in

Germany rise by

2 percent in 2013

2013

2012

THE GERMAN ICT MARKET (value in € billion)

151.9151.8

Group Management Report Economic Report 55

The reduction in voice volume can be attributed, in part, to the increasing use of mobile phones

and, in part, to a changing communication patterns. Germans are more and more often sharing via

data services and social networks. The result has been a rise in the importance of data traffic.

In 2013, according to information from VATM, the number of broadband connections again rose

by 0.6 million to 28.6 million. The primary beneficiaries of this were cable network operators,

whose advertising praises their very high bandwidths and flat-rate connections at affordable

prices. 2013 saw a sharp decline in the number of lines from alternative competitors like QSC.

Cloud Computing revenues advance by nearly 50 percent • In fact, the entire ICT market is un-

dergoing far-reaching change, with Cloud Computing increasingly displacing the Client-Server

technology that had long predominated. According to BITKOM estimates, Cloud Computing re-

venues in Germany grew by nearly 50 percent to € 7.8 billion. In 2013. Almost 60 percent of this

total was attributable to business customers.

According to a survey conducted by BITKOM and the certified public accounting firm of KPMG in

January 2014, 40 percent of all enterprises are now utilizing at least individual aspects of the

Cloud; a further 29 percent are either planning to do so or discussing the prospect. In this con-

nection, large enterprises are already more frequently opting for Cloud Computing than small and

mid-size enterprises. Regardless of their size, business customers prefer Private Cloud solu-

tions like those implemented by QSC; the number of Private Cloud users is more than twice as

high as the number of Public Cloud users.

The greatest hurdle in deploying Cloud Computing consists of concerns about unauthorized ac-

cess to sensitive data: In the survey, 77 percent cited this as a reason for not employing this tech-

nology or utilizing it more intensively. Moreover, 45 percent fear a loss of data. Consequently,

business customers are paying very keen attention to the regional proximity of their IT service

providers. For 75 percent of them, it is an absolute must that these data centers are operated ex-

clusively within the legal territory of the EU, and a domicile in the EU is extremely important to

73 percent. Since QSC operates its data centers exclusively in Germany, with the country’s espe-

cially strict data regulations, the Company can score points in this connection in setting itself

apart from the competition.

QSC feeling the impact of changes to the environment in its operating business • In 2013, QSC

benefited from the noticeably rising demand for ICT solutions that incorporate the Cloud. The

Company experienced the negative consequences of the change in the ICT market fi rst and fore-

most in its business with resellers. As a result of market and regulatory conditions, there was a

sharp decline in revenues with DSL preliminaries as well as Call-by-Call and Preselect services.

2013

2012

THE GERMAN CLOUD COMPUTING MARKET (value in € billion)

7.85.3

40 percent of

firms utilizing

Cloud aspects


GENERAL REGULATORY CONDITIONS

Broad areas of the TC market subject to regulation • Even as an ICT provider, QSC continues to

be active in the German TC market. Large areas of this market are subject to regulation by the

German Federal Network Agency with the aim of continuing to assure fair competition in this

market, which has only been liberalized for the past 15 years. Up until 1998, Deutsche Telekom

had operated as a monopolist on the German market; among other things, it still possesses a

nationwide infrastructure into all households that dates back to those days. Especially in con-

nection with the subscriber line (local loop) – the distance between the central office or cable

branch and the respective customer connection –, alternative providers continue to be depen-

dent upon this infrastructure, which was built during Deutsche Telekom’s time as a monopoly.

Nor can the fiber optic networks that have recently been built in several cities serve to bring

about any fundamental change in this situation. During the past fiscal year, the German Federal

Network Agency issued the following rulings that are of relevance to QSC’s business operations.

Final approval of fixed-network interconnection fees • On August 30, 2013, the German Federal

Network Agency confi rmed its provisional ruling of November 30, 2012, consisting fi rst and fore-

most of a 20- to 40-percent reduction in the interconnection fees for Telekom Deutschland GmbH.

This ruling was made following an extended European consolidation process and considerable

criticism from the European Commission relating to the non-utilization in some cases of the so-

called interconnection recommendation. The corresponding fees were also stipulated for initial

alternative subscriber network operators. The term of the approval is through November 30, 2014.

Final reduction in mobile interconnection fees • On July 22, 2013, the German Federal Network

Agency issued a final ruling on mobile interconnection fees. The provisional ruling of the Ger-

man Federal Network Agency issued on November 19, 2012, had already contained reductions

of between 45 and 47 percent relative to the previously applicable fees, and even after an exten-

ded European consolidation process and considerable criticism from the European Commission

had remained unchanged. The term of this approval, too, is through November 30, 2014.

Fees for access to unbundled local loops • Following conclusion of the European consolidation

process, the German Federal Network Agency approved new fees for access to local loops effec-

tive July 1, 2013. For the first time, the fees for the local loop beginning at the central office rose

by € 0.11 to € 10.19 per month thanks to lower imputed depreciation terms. On the other hand,

the fees for the unbundled local loop from the so-called cable branch, which are not relevant for

QSC, declined by € 0.38 to € 6.79 per month. This ruling will remain valid through June 30, 2016.

Regulatory orders for alternative subscriber network operators • Multiple QSC companies re-

ceived fi nal regulatory orders relating to the approval obligation for their interconnection services

effective November 20, 2013. Since these orders are based upon the actually existing network

structure and there is no longer any symmetry to the spheres of influence of Deutsche Telekom,

the Company will see a further shortfall in available receipts from interconnection to its own

networks. For QSC, this is expected to result in a negative effect of € 8 million in revenues and

€ 3 million in EBITDA for fiscal 2014.

Interconnection

fees sink by 20 to

40 percent in 2013


Final approval of fees for leased lines and new provisional fees • In the question of leased line

products that are subject to regulation, on April 18, 2013, the German Federal Network Agency fi -

nalized the adjustment of the fees for Ethernet leased lines to refl ect the pricing system for SDH

(Synchronous Digital Hierarchy) leased lines, thus raising the prices to a level that is higher than

the applicable SDH fees. As a result of the short approval term, which ended on October 31, 2013,

the German Federal Network Agency already approved new provisional fees effective November 1,

2013, although these fees must still go through the national and European consulting processes.

As opposed to the initial 2013 ruling, many of the fees that are relevant for QSC have been lowered,

especially in connection with its existing-customer business, while there were further price rises

for new connections.

EU recommendation on cost accounting and non-discrimination • On September 11, 2013, follow-

ing intensive internal and external discussions, the European Commission promulgated its re-

commendation on cost accounting and non-discrimination. In addition to provisions governing the

increasingly discrimination-free provisioning of local loop- and bitstream-based preliminaries,

what are important, fi rst and foremost, are the statements contained in the recommendation re-

lating to the stability of local loop prices. In this case, the EU Commission is heightening the exis t-

ing insecurity about future price development by prescribing that the existing fees be indexed,

on the one hand, as well as by prescribing that network components that have already been fully

depreciated be taken into consideration, on the other. The latter would lead to considerable price

reductions both in Germany as well as in other countries.

COURSE OF BUSINESS

Two-track development of business • During the past fiscal year, QSC generated revenues of

€ 455.7 million, in contrast to € 481.5 million the year before. Regulatory- and market-induced

shortfalls in conventional TC revenues were offset by rising ICT revenues.

REVENUES (in € million)

20132012

168.5 123.4

313.0 332.3

ICT *

TC

* Direct and Indirect Sales


Heightened regulation reduces revenues by nearly € 30 million • Beginning in December 2012,

the significant reduction in fixed-network and mobile routing and interconnection fees, alone,

produced a revenue shortfall totaling nearly € 30 million year on year in the Resellers and Indi-

rect Sales Business Units. However, since QSC typically passes on these kinds of fees to its cus-

tomers, this did not result in any noteworthy profitability shortfalls. The German Federal Net-

work Agency, however, also altered the structure of the fi xed-network fees effective December 1,

2012. Since QSC, itself, operates a fi xed network, this new rule reduced EBITDA by nearly € 4 mil-

lion in fiscal 2013.

In addition to heightened regulation, conventional voice business was also impacted by declining

voice volumes as well as stiff pricing competition in 2013. After having been able to partially

avoid this market trend during the first half of 2013, QSC was forced to incur shortfalls during

the second half of the year. As a result, revenues with resellers, which stem predominantly from

TC business, declined by 27 percent to € 123.4 million in fiscal 2013.

Voice business burdening Indirect Sales • Nor was the Indirect Sales Business Unit able to com-

pletely offset the regulatory- and market-induced revenue shortfalls in conventional TC business

in 2013 through growth in innovative ICT products, especially during the second half of 2013. Re-

venues totaled € 123.2 million in fi scal 2013, as opposed to € 125.1 million in 2012. Indirect Sales

was especially successful in marketing IP-based voice and data services. Plus growing interest

in products for the Cloud age.

Small and mid-size enterprises look for these kinds of products first and foremost at IT systems

houses, IT specialty retailers, as well as regional IT service providers; QSC’s targeted expansion

of its partner network to include companies with the appropriate specialization that had begun

in 2012 is proving its worth. However, considerable lead times are necessary before these new

partners can deliver revenue and profi tability contributions. Fiscal 2013 was therefore character-

ized by the training of new partners as well as the onset of their certification, especially for the

QSC-tengo product.

Largest business unit sailing a growth course • Revenues in Direct Sales rose by 11 percent to

€ 209.2 million in fiscal 2013, in contrast to € 187.9 million the year before. This rise in the

Company’s largest business unit was based upon its ability to win numerous requests for propo-

sals from new and existing customers, some of them stemming from the previous year. In fiscal

2012, QSC had won three major projects valued at a total of € 120.4 million and recorded total

order bookings of € 193.1 million. New orders from regular business with small and mid-size cus-

tomers totaled € 72.7 million. During the course of the past fiscal year, QSC was able to more

than double this parameter for success in its core business to € 153.9 million, with the Company

benefiting considerably more than in previous years from contract extensions with existing cus-

tomers. In the case of major projects, on the other hand, there was heightened competition from

globally operating IT and TC players. In connection with every request for proposals, QSC contin-

ued to adhere to the principle that each project must be able to earn a suffi cient margin as well

as a sufficient positive free cash flow, and has even withdrawn from ongoing requests for propo-

sals for this reason.

Order bookings of

€ 153.9 million in 2013

The situation is different in the SME environment, where such factors as service, security and

proximity are the decisive factors, in addition to price. Aside from numerous Outsourcing pro-

jects, the Company was also able to win challenging Consulting projects, such as the implemen-

tation of the SAP Business Warehouse on HANA at MDM Deutsche Münze, the world’s largest

numismatic retailer.

INFO AG merger concluded • During the past fiscal year, there were no major events relating to

the course of business, itself. However, entry of the merger of INFO AG and QSC AG in the com-

mercial register on August 6, 2013, marked the conclusion of the Company’s transformation pro-

cess into an ICT provider. Following the merger, QSC put in place a cross-locational organizatio-

nal structure and lent consistency to its leadership structures. Further information in this regard

is contained in the chapter entitled “Organizational Structure” on page 32. There were also chan-

ges at the Management Board level, as described in the chapter entitled “Corporate Governance”

that begins on page 37.

Investing in future growth • Moreover, the Company’s profitability position was impacted by in-

vestments in future growth in 2013, predominantly in two areas: people and development opera-

tions. During the course of the year, the workforce rose by 204 to a total of 1,689 people, with recruit-

ment occurring fi rst and foremost in Direct Sales as well as in Development. (Further in for mation

is contained in the chapter entitled “Human Resources” that begins on page 50.) Higher personnel

expense played a major role in the € 3.9-million rise in the development budget to € 5.9 million

in fiscal 2013; the section entitled “Research and Development” that begins on page 33 contains

information on the most important activities in this field.

In addition, the periodic return of a deferred income item impacted profitability for the last time

during the past fi scal year. In late 2010, former Plusnet co-shareholder, Düsseldorf-based Com-

munication Services TELE2 GmbH (TELE2), had prematurely exited as a shareholder, paying to

QSC an amount totaling € 66.2 million. This amount corresponded to its pro rata share of Plus-

net’s ongoing costs through year-end 2013. QSC deferred this payment against TELE2’s conti-

nued performance obligations, completely returning the deferred income item by year-end 2013

with an impact on profitability.

ACTUAL VS. FORECAST COURSE OF BUSINESS

QSC achieves all target parameters • Overall, operating business developed within the frame-

work of the Company’s planning in fiscal 2013. On March 4, 2013, QSC had announced guidance

for the current fiscal year, predicting a two-track development with sharply rising ICT revenues

and both market- and regulatory-induced declines in TC revenues. QSC thus anticipated revenues

of at least € 450 million, an EBITDA margin of at least 17 percent and a free cash flow of at least

€ 24 million. Ultimately, QSC generated revenues of € 455.7 million in fiscal 2013, an EBITDA

margin of 17 percent and a free cash fl ow of € 25.6 million, thus achieving all target parameters.


SEE PAGE 32

ORGANIZATIONAL STRUCTURE

SEE PAGES 50ff.

HUMAN RESOURCES

SEE PAGES 37ff.

CORPORATE GOVERNANCE

SEE PAGES 33ff.



On the profitability side, investments in future growth were clear to see during the course of the

year. In fiscal 2013, QSC increased its workforce and its development budget. While these in-

vestments serve as a foundation for rising revenues and margins over the medium term, they do

impact margins near term.

PERFORMANCE INDICATORS

Regulatory-induced revenue shortfalls • QSC generated revenues of € 455.7 million in fi scal 2013,

as opposed to € 481.5 million the year before. This decline was attributable to heightened regu-

lation of conventional TC business: QSC incurred a shortfall of nearly € 30 million year on year as

a result of this. Without this regulatory effect, the Company would have been able to modestly

increase its revenues year on year, with declining conventional TC revenues being offset by sharp-

ly rising ICT revenues.

EBITDA margin rises to 17 percent • The EBITDA margin is the second steering parameter. It rose

by 1 percentage point to 17 percent in fiscal 2013, even though heightened regulation burdened

profitability by nearly € 4 million and investments in growth were being pushed. This increase

was attributable to successes in ICT business. In 2013, for example, Direct Sales earned an EBITDA

margin of 20 percent, in contrast to 14 percent the year before; Indirect Sales earned an EBITDA

margin of 25 percent, as opposed to 27 percent in 2012. In the Resellers Business Unit, on the

other hand, this steering parameter stood at only 4 percent in 2013, by comparison with 11 per-

cent the year before. Nevertheless, this business unit continues to make an important contribu-

tion toward covering infrastructure costs.

Free cash flow improves to € 25.6 million • At € 25.6 million, free cash flow in fiscal 2013, too,

was up from the previous year’s level of € 23.6 million. QSC benefited from the high level of cash

generated by operating activities and the ongoing optimization of payment streams. The follow-

ing table shows the amounts of all parameters as of December 31, 2012 and 2013.


2013

2012

455.7481.5

EBITDA MARGIN

2013

2012

17 %16 %

Regulation leads to

decrease in revenues

by nearly € 30 million


This increased liquidity by € 23.9 million to € 59.1 million in fiscal 2013. Interest-bearing lia-

bilities, too, rose by € 9.5 million to € -100.0 million. This reduced net debt by € 14.4 million to

€ -40.9 million.

Free cash flow reflects the financial strength of operating business and therefore does not in-

clude cash used for other purposes. This applies, in particular, to obligations arising from the ac-

quisition of enterprises and to measures aimed at enabling the shareholders to participate in the

Company’s success. QSC paid a dividend in the amount of € 0.09 per share last fi scal year, expen-

ding a total of € 11.1 million for this purpose. This dividend payment is not taken into con si de-

ration in calculating free cash flow, thus producing a free cash flow in the amount of € 25.6 mil-

lion (rounded) for fiscal 2013.

Capital expenditures account for 9 percent of revenues • The capital expenditures (capex) ratio

rose to 9 percent of revenues in fiscal 2013, by comparison with 8 percent the year before; in ab-

solute numbers, capital expenditures rose to € 39.6 million, by comparison with € 37.9 million

the year before. In fi scal 2013, this steering parameter thus again remained within the target cor-

ridor of between 6 and 10 percent of revenues.

In € million

Net debt

Cash and short-term deposits

Available-for-sale fi nancial assets

Liquidity

Liabilities under fi nancing and fi nance lease arrangements

Liabilities due to banks

Interest-bearing liabilities

Net debt

Dec. 31, 2013

58.7

0.3

59.1

(14.4)

(85.6)

(100.0)

(40.9)

Dec. 31, 2012

34.8

0.3

35.2

(11.3)

(79.2)

(90.5)

(55.3)

FREE CASH FLOW (in € million)

2013

2012

25.623.6

CAPITAL EXPENDITURES (in € million)

2013

2012

39.637.9


The higher level of capital expenditures stemmed first and foremost from preliminaries for new

customers, and in particular from transitioning large Outsourcing projects that had been won in

2012 into regular operations. This necessitated preliminary investments in fixed assets and in-

terfaces in order to assure smooth operation of the customer’s IT. Overall, customer-related ca-

pital expenditures accounted for 42 percent of total capex.

22 percent of capital expenditures were used to acquire new technology, in particular for data

cen ters. In the third quarter of 2013, for example, QSC modernized storage capacities ahead of

sche dule in view of increasing demand. A further 18 percent were attributable to software and

licenses. Development investments are playing a growing role; capitalization of development costs

accounted for 10 percent of capital expenditures during the past fi scal year. The remaining 8 per-

cent of investments went first and foremost toward operational and office equipment.

PROFITABILITY

Disproportionate decline in cost of revenues • During the past fiscal year, cost of revenues to-

taled € 345.4 million on revenues of € 455.7 million. Given a revenue decline of € 25.8 million,

this largest expense line item decreased by € 13.8 million from 2012. The sharp rise in personnel

expense that is contained in this line item prevented an even stronger decrease: This line item

rose by € 13.7 million to € 65.4 million. This rise was attributable to the Company’s investments

in future growth, and here in particular to the recruitment of numerous experts, especially in Di-

rect Sales. Cost of materials, on the other hand, declined by € 24.7 million to € 200.3 million; as

a result of regulation, lower interconnection fees, which QSC treats as pass-through items, im-

pacted these revenue-based costs. The costs of building, operating and maintaining QSC’s own

infrastructure, too, decreased from € 43.5 million in fiscal 2012 to € 37.8 million. This line item

already reflected the initial effects of the long-term contract with another network operator to

optimize the Company’s infrastructure that was announced in 2012. On the other hand, depre-

ciation expense, which – in contrast to the quarterly reports and pursuant to IFRS – QSC includes

in the individual expense line items in the Annual Financial Statements, rose to € 42.0 million,

in contrast to € 38.9 million the year before.

Moreover, in view of the development of cost of revenues it should be noted that fiscal 2013 mar-

ked the last time that there would be a positive effect stemming from the partial return of the

deferred income line item in the amount of € 20.9 million. QSC utilized this line item to record the

payment received in fi scal 2011 from former Plusnet co-shareholder TELE2 and had been retur n-

ing it over the course of the existing performance obligation through year-end 2013.

In fiscal 2013, the disproportionately low decrease in cost of revenues caused gross margin to

decline by 1 percentage point to 24 percent. Gross profit stood at € 110.3 million, by comparison

with € 122.3 million the year before.

QSC investing

primarily in

new customers

Changes in the revenue mix make for lower sales and marketing expenses • At € 47.7 million in

fiscal 2013, sales and marketing expenses were down sharply from the previous year’s level of

€ 56.2 million. This line item essentially records personnel expense and commission payments,

advertising expenses, as well as depreciation expense. In this connection, both depreciation ex-

pense as well as commissions remained below the previous year’s level. In the case of commis-

sions, this was attributable to the rising percentage of revenues generated by Direct Sales as well

as ICT products, which are subject to different commission models than conventional voice pro-

ducts, for example.

As in the year before, general and administrative expenses amounted to € 39.0 million. This line

item includes non-recurring expenses for the merger of INFO AG and QSC AG, as well as the sub-

sequent ongoing integration of the administrations at the Cologne and Hamburg locations. This

integration process had made great strides at year-end 2013; a consistent organizational and

leadership structure is now in place throughout all corporate operations.

Other operating expenses decreased to € -0.5 million in fi scal 2013, by comparison with € -3.5 mil-

lion the year before. On the other hand, other operating income rose from € 1.0 million to € 3.4 mil-

lion. This change essentially resulted from the formation of provisions for litigation in 2012 and

their partial return in fiscal 2013. Further information in this connection is contained in Note 42

of the Notes to the Consolidated Financial Statements.

Stable operating profi tability • It is possible to get a better grasp of just how well profi tability de-

veloped in fiscal 2013 if – as in the quarterly reports – depreciation, amortization and non-cash

share-based compensation are recorded as separate line items in the Statement of Income. In

conformity with IAS 1, these metrics are included in the line items for cost of revenues, sales and

marketing as well as general and administrative expenses. The following abbreviated statement

of income presents depreciation/amortization separately:


47.2

* Excluding depreciation / amortization and non-cash share-based remuneration

In € million 2013 2012

Revenues 455.7 481.5

Cost of revenues * (303.5) (320.2)

Gross profi t 152.3 161.3

Sales and marketing expenses * (41.8) (46.7)

General and administrative expenses * (35.6) (34.1)

Other operating income 3.4 1.0

Other operating expenses (0.5) (3.5)

EBITDA 77.8 77.9

Depreciation /amortization

(Incl. non-cash share-based remuneration) (51.3) (53.4)

Operating profi t (EBIT) 26.5 24.6

Stable general and

administrative costs

in fiscal year 2013


EBITDA margin rises to 17 percent • At € 77.8 million in fiscal 2013, EBITDA remained virtually

unchanged from its previous year’s level of € 77.9 million. In view of regulatory-induced lower re-

venues, the EBITDA margin rose by 1 percentage point to 17 percent. QSC was thus able to com pen-

sate for the regulatory-induced profi tability shortfalls in the amount of nearly € 4 million as well

as the expensed investments in growth through the higher profi tability of its operating busi ness.

Depreciation expense declined to € 51.3 million in fiscal 2013, as opposed to € 53.4 million the

year before. This line item also contains non-recurring depreciation expense on the INFO AG and

IP Partner brands in the amount of € 1.6 million, as – following the merger of INFO AG – QSC

decided to operate consistently under the QSC brand name in the future.

Lower depreciation expense increased operating profi t to € 26.5 million in fi scal 2013, by compa r-

ison with € 24.6 million the year before. The EBIT margin rose by 1 percentage point to 6 per-

cent. As in 2012, the fi nancial loss stood at € -3.8 million. In this connection, low market interest

rates led to both a decline in financial income and expense. Earnings before income taxes thus

reached € 22.7 million, as opposed to € 20.7 million in 2012.

Consolidated net income totals € 23.6 million • Tax profi t amounted to € 0.9 million in fi scal 2013,

in contrast to € -1.7 million the year before. Consolidated net income therefore totaled € 23.6 mil-

lion in fi scal 2013, by comparison with € 19.0 million the year before. Undiluted earnings per share

stood at € 0.19, in contrast to € 0.14 the year before.

CONSOLIDATED NET INCOME (in € million)

2013

2012

23.619.0

QSC grows EBIT to

€ 26.5 million in 2013

EBITDA (in € million)

2013

2012

77.877.9


PROFITABILITY BY SEGMENT

Direct Sales boosts revenues and invests in growth • QSC’s largest business unit, Direct Sales,

grew its revenues by 11 percent to € 209.2 million in fi scal 2013. It benefi ted from winning nume r-

ous requests for proposals and, in particular, from winning three major projects during the course

of 2012. Within the scope of these orders, some customer employees also went on the QSC pay-

roll. At the same time, the Company recruited additional ICT experts in order to implement both

these orders as well as further projects. The resulting personnel expenses played a major role

in increasing cost of revenues by 16 percent to € 139.7 million in 2013.

At € 16.9 million, on the other hand, sales and marketing expenses were down from their previous

year’s level of € 20.0 million. Direct, targeted addressing of potential customers and the close

linkage between the sales organization and project work are paying off. Given the increasing in-

tegration of INFO AG and its merger with QSC in August 2013, Direct Sales no longer had to sole-

ly bear the general and administrative expenses in fi scal 2013 of what used to be QSC’s largest

subsidiary. Consequently, general and administrative expenses decreased to € 12.0 million in

2013, by comparison with € 20.2 million the year before.

Direct Sales posts sharp rise in profitability • Significantly higher revenues and lower costs en-

abled Direct Sales to make a leap in profi tability in fi scal 2013. EBITDA improved from € 26.2 mil-

lion in 2012 to € 41.6 million, while the EBITDA margin reached 20 percent, as opposed to 14 per-

cent in 2012. Since Direct Sales is responsible for the lion’s share of customer-driven capital

expenditures and additionally incurred non-recurring depreciation expense on the INFO AG and

IP Partner corporate names, depreciation expense rose to € 24.4 million in 2013, in contrast to

€ 23.3 million the year before. Similarly to EBITDA, QSC’s largest business unit nevertheless suc-

ceeded in dramatically boosting its operating profit, which increased from € 2.7 million in 2012

to € 17.0 million. During this period, the EBIT margin increased from 1 percent the year before

to 8 percent.

REVENUES, DIRECT SALES (in € million)

2013

2012

209.2187.9

SEGMENT EBITDA, DIRECT SALES (in € million)

2013

2012

41.626.2

EBITDA margin

of 20 percent

in Direct Sales


Direct Sales responsible for 66 percent of capital expenditures • Direct Sales’ capital expenses

rose to € 26.2 million during the past 2013 fiscal year, in contrast to € 25.4 million the year be-

fore. The vast majority of these capital expenses were attributable to preliminaries for new cus-

tomers, in particular for transitioning Outsourcing projects into regular operations. Plus invest-

ments for ongoing modernization and optimization of the data centers.

Indirect Sales offsets virtually all regulatory-induced shortfalls • In fiscal 2013, Indirect Sales’

revenues decreased only modestly from € 125.1 million the year before to € 123.2 million, even

though, like the Resellers Business Unit, it was impacted by heightened regulation of the con-

ventional TC market beginning December 1, 2012. Indirect Sales was able to offset the regula-

tory- and market-induced decline in conventional TC revenues through stronger demand for ICT

products as well as through temporarily higher revenues with IP-based voice services.

Similarly to revenues, cost of revenues decreased by € 2.2 million to € 65.3 million in fi scal 2013.

On the other hand, since Indirect Sales further expanded and strengthened its partner network,

sales and marketing expenses rose to € 15.2 million, as opposed to € 14.6 million the year be-

fore. The rise in general and administrative expenses was more significant: This line item in-

creased from € 8.3 million to € 12.6 million, as QSC has been apportioning the corresponding

costs of INFO AG among all three business units since 2013.

Indirect Sales posts EBITDA margin of 25 percent • The higher general and administrative costs,

which resulted from the apportionment, decreased this business unit’s EBITDA in fiscal 2013:

This line item reached € 31.1 million, down from € 34.0 million the year before. The EBITDA mar-

gin amounted to 25 percent, in contrast to 27 percent one year earlier. However, this means that

Indirect Sales continued to achieve the highest margin of any business unit.

Stronger demand

for ICT products

strengthens revenues

REVENUES, INDIRECT SALES (in € million)

2013

2012

123.2125.1

SEGMENT EBITDA, INDIRECT SALES (in € million)

2013

2012

31.134.0


Given virtually unchanged depreciation expense, the operating profi t of € 20.1 remained below the

previous year’s level of € 22.9 million. However, this business unit’s EBIT margin of 16 percent,

as opposed to 18 percent the year before, continues to demonstrate the continued high profitabi-

li ty of partner business.

Capital expenditures down moderately • Capital expenditures of € 7.5 million in Indirect Sales

remained modestly down from the previous year’s level of € 7.9 million. These investments were

essentially development- as well as customer- and partner-driven.

Resellers Business Unit impacted by price war and regulation • With revenues declining by

€ 45.1 million to € 123.4 million, cost of revenues in the Resellers Business Unit decreased me-

rely by € 33.6 million in fiscal 2013 to € 98.5 million. This disproportionately low decline resul-

ted first and foremost from the sustained price war in the conventional TC market. While sales

and marketing expenses were down from € 12.1 million to € 9.7 million, general and administ-

rative expenses rose from € 5.6 million in 2012 to € 11.0 million in 2013 as a result of the reap-

portionment of the costs of the former INFO AG.

Given this backdrop, EBITDA fell sharply from € 17.8 million in 2012 to € 5.0 million, with the

EBITDA margin reaching only 4 percent, in contrast to 11 percent the year before. With depre-

ciation expense in the amount of € 15.5 million, the Resellers Business Unit sustained an oper-

ating loss of € -10.7 million in 2013, as opposed to € -1.0 million one year earlier. In viewing this

profitability, however, it should be remembered that the Resellers Business Unit continues to

bear a considerable share of the Company’s infrastructure costs, which are so important for

QSC’s business model.

Moderate capital expenditures for infrastructure maintenance • In fiscal 2013, the Resellers

Business Unit’s capital expenditures rose from € 4.7 million the year before to € 5.8 million.

This rise was attributable to higher development investments and the ongoing modernization of

the infrastructure.

REVENUES, RESELLERS (in € million)

2013

2012

123.4168.5

SEGMENT EBITDA, RESELLERS (in € million)

2013

2012

5.017.8

Indirect Sales

earns EBIT margin

of 16 percent


FINANCIAL POSITION

Three major objectives in fi nancial management • QSC’s fi nancial management serves to assure

smooth fi nancing of operating business and upcoming capital expenditures. There are three ma-

jor objectives in connection with financing and investments of capital:

- Efficient management of available liquidity

- Maintaining and optimizing financeability

- Reducing financial risks

QSC invests its surplus liquidity exclusively in money market and low-risk investments; conse-

quently, as in previous years, the Company did not have to make any write-downs on investments

of capital in fiscal 2013. Foregoing the use of derivative financial instruments also helps mini-

mize financial risks. QSC is not subject to any foreign-currency exchange rate risks, as it ope-

rates virtually exclusively within the euro zone. No guaranties existed outside the balance sheet.

Further information on fi nancial risk management is contained beginning in Note 44 to the Notes

to the Consolidated Financial Statements, which begins on page 151.

In its financing, the Company depends primarily upon three sources: First, the Company gene-

rates a high infl ux of cash from operating activities, and consequently an attractive free cash fl ow.

Second, working capital is constantly being optimized with a view to management of accounts pay-

able and receivable. And third, the Company utilizes a line of credit totaling € 140 as of Decem-

ber 31, 2013. This line of credit, which was arranged with a banking consortium in September 2011,

has a term of five years; 63 percent of this line of credit were being utilized as of December 31,

2013. Guarantees accounted for € 15.7 million of the € 88.7 million amount that was being uti-

lized from the line of credit.

Rising cash flows from operating activities • QSC’s operating financial strength is underscored

by the rise in cash flow from operating activities from € 61.0 million in 2012 to € 64.2 million.

Here, too, the ongoing optimization of working capital had a positive impact.

Cash used in investing activities declined to € -31.7 million in fiscal 2013, as opposed to € -33.2

million the year before. At € -8.6 million, cash used in investing activities was down sharply from

the previous year’s level of € -16.7 million, as QSC took out fewer new loans in fiscal 2013 than

the year before. In 2012, the share buy-back program, alone, had led to cash outflows in the

amount of € 29.1 million.

CASH FLOW FROM OPERATING ACTIVITIES (in € million)

2013

2012

64.261.0

QSC utilizing

€ 140-million

line of credit

SEE PAGES 151ff.

NOTES


NET WORTH

Very solid balance sheet structure • Moderate capital expenditures and ongoing depreciation

are reducing the value of long-term assets in the Consolidated Balance Sheet from year to year.

As of December 31, 2013, long-term assets totaled € 272.0 million, in contrast to € 279.4 milli-

on the year before. These long-term assets accounted for 69 percent of the balance sheet total

of € 392.0 million as of December 31, 2013; 31 percent were attributable to short-term assets,

which rose from € 107.7 million the year before to € 120.0 million as of December 31, 2013, pri-

marily due to the strong rise in liquidity.

On the Shareholders’ Equity and Liabilities side, 49 percent of these assets are financed through

shareholders’ equity, and 51 percent through outside capital. This rise in the equity ratio was attri-

butable to QSC’s ongoing cumulative consolidated income as well as to the withdrawal of trea sury

shares. At year-end 2013, shareholders’ equity and long-term liabilities were covering 109 percent

of the value of long-term assets; as of December 31, 2012, this metric had stood at only 99 per-

cent. This rise underscores the soundness of the balance sheet.

Regular depreciation decreases value of property, plant and equipment • Long-term assets es-

sentially contain four major line items: Property, plant and equipment; land and buildings; good-

will; as well as other intangible assets. As a result of scheduled depreciation, the value of pro-

perty, plant and equipment declined to € 93.9 million as of December 31, 2013, by comparison

with € 107.6 million one year earlier. For the same reason, the valuation of land and buildings

decreased modestly to € 26.8 million, compared to € 27.3 million the year before. Goodwill re-

mained unchanged at € 76.3 million; further information on its valuation is contained in Note 16

to these Consolidated Financial Statements. Due to capitalization of in-house developments, the

value of other intangible assets rose to € 52.8 million from € 50.5 million as of December 31, 2012.

Liquidity up significantly as of December 31, 2013 • Within short-term assets, trade accounts

receivable totaling € 52.5 million as of December 31, 2013, were down from their previous year‘s

level of € 63.8 million at the balance sheet date. Further information on the value of these ac-

counts receivable can be found in Note 18 to the Consolidated Financial Statements. The second

major line item within short-term assets, cash and cash equivalents, rose signifi cant ly to € 58.7 mil-

lion as of December 31, 2013, in contrast to € 34.8 million at year-end 2012.

Shareholders’ equity up following withdrawal of treasury shares • On the Shareholders’ Equity

and Liabilities side of the Consolidated Balance Sheet, shareholders’ equity rose to € 193.9 mil-

lion as of December 31, 2013, compared to € 180.2 million as of December 31, 2012. Capital stock

decreased by € 13.2 million to € 124.1 million; a decline in the amount of € 13.6 million due to

the withdrawal of treasury shares at the outset of the year was offset by a € 0.4-million rise

stemming from the conversion of convertible bonds by employees during the course of the year.

Equity ratio stands

at 49 percent


Within the framework of the share buy-back program, QSC had still been recording the shares

that had been acquired during the course of fiscal 2012 separately at their nominal value as of

December 31, 2012.

The accumulated deficit decreased to € -70.3 million as of December 31, 2013, compared to

€ -82.8 million one year earlier. QSC recorded the dividend payment in the amount of € 11.1 mil-

lion directly under this line item. On the other hand, consolidated net income of € 23.6 million

reduced the accumulated deficit during the past fiscal year.

Declining liabilities • Total liabilities declined from € 206.9 million the year before to € 198.2 mil-

lion as of December 31, 2013. In this connection, long-term liabilities rose to € 103.3 million, in

contrast to € 96.0 million as of December 31, 2012. This was caused essentially by a € 7.9-mil-

lion rise in lia bilities due to banks to € 82.7 million.

Short-term liabilities, on the contrary, declined from € 110.9 million as of December 31, 2012, to

€ 94.9 million. While trade accounts payable rose by € 5.5 million to € 58.0 million as of Decem-

ber 31, 2013, deferrals decreased by € 19.3 million to € 4.2 million Euro. QSC utilized this line

item first and foremost to record payments received from former Plusnet co-shareholder TELE2

through year-end 2013.

Debt at moderate level • QSC’s sound financing position is underscored with a view to its net

debt. As detailed on page 61 of this Annual Report, this metric decreased by € 14.4 million to

€ -40.9 million as of December 31, 2013. QSC continues to far surpass the values of other tech-

nology players with a 0.5 ratio between net debt and EBITDA. Given large influxes of cash from

operating activities and moderate capital expenditures, the Company continues to view itself as

being very well and soundly financed.

GENERAL REMARKS

Evolution into an ICT provider is paying off • In fiscal 2013, QSC achieved all of the goals it had

announced at the outset of the year. In this connection, the Company benefi ted from rising revenues

in its largest business unit, Direct Sales. While Indirect Sales was able to further expand its ICT

business, it was forced to incur regulatory- and market-induced shortfalls in TC revenues. The dif-

fi cult environment in TC business led to a signifi cant decrease in revenues with resellers in 2013.

QSC views the two-track development of ICT and TC business as an affirmation of the strategy

that it has pursued of rigorously evolving into an ICT provider. In fiscal 2013, the Company made

considerable investments in future growth, beefing up its human resources and development

budgets, in particular. In this connection, it was found that it can take longer than originally an-

ticipated before an in-house developed product is truly ready for market and can begin genera-

ting revenues.

SEE PAGE 61

PERFORMANCE INDICATORS

QSC investing

considerably in

future growth


For the last time in 2013, the Company enjoyed a positive profitability effect from the return of

the deferred income line item that had been formed in conjunction with the payment to QSC by

former Plusnet co-shareholder TELE2. This return did not have any impact on the Company’s fi-

nancial position during the past fi scal year. QSC was again able to grow its free cash fl ow in 2013,

even though the Company invested in future growth and considerably increased capital expen-

ditures, themselves. This growing financial strength serves as the foundation for the Manage-

ment Board’s proposal that the dividend again be increased for the past fiscal year.

Subsequent Events

QSC is not aware of any reportable events of particular importance subsequent to the close of

the fiscal year.


Outlook Report

GENERAL REMARKS ON FURTHER DEVELOPMENT

2014 sees QSC investing in future growth • During the past fi scal year, QSC increasingly invested

in future growth and specifically expanded the Company’s marketing and development know-

how. The Company will sustain this strategy in fiscal 2014, first and foremost driving the devel-

opment of innovative ICT and Cloud products; this might also occur through the acquisition of

smaller technology companies. Depending upon the progress that is made in bringing these

kinds of innovations to market, QSC anticipates revenues of between € 450 and € 470 million for

2014, along with an EBITDA of between € 60 and € 70 million and a free cash flow of between

€ 26 and € 32 million.

As in 2013, revenues are likely to develop on a two-track basis: Rising ICT revenues will be offset

by signifi cant market- and regulatory-induced TC revenue shortfalls. This decline, as well as height-

ened pricing competition, chiefly in ADSL2+ business, are expected to impact the Com pany’s

EBITDA on the order of nearly € 10 million in fi scal 2014. Moreover, QSC will no longer be able to

benefi t from the return of a deferred income line item in the amount of some € 20 million per year,

with its impact on the income statement; this deferral had been created in connection with a pay-

ment received from former Plusnet co-shareholder TELE2 and had been returned on a periodic

basis through 2013. Since this return had no impact on liquidity, the Company’s planning calls

for a renewed rise in free cash fl ow in fi scal 2014, in spite of higher investments in future growth.

The Reports on Opportunities and Risks that begin on pages 76 and 79, respectively, provide in-

formation about potential developments that could result in variances from the guidance con-

tained in this Annual Report.

FUTURE ENVIRONMENT

Economy recovering • Following two years of stagnation, most economic experts feel that the

German economy is poised for an upswing in 2014. It is benefiting both from the recovery of the

world economy and the ability of key European countries to overcome the recession, as well as

from the positive mood on the part of consumers and producers in Germany. Given this basis, in

its annual economic report for the current year, the German Federal Government anticipates

that gross domestic product will rise by 1.8 percent.

DEVELOPMENT OF GERMANY‘S GROSS DOMESTIC PRODUCT (GDP)

2014

2013

+ 1.8 %+ 0.4 %

Free cash flow of bet-

ween €26m and €32m

anticipated for FY‘14

SEE PAGES 76ff.

REPORT ON OPPORTUNITIES

Group Management Report Outlook Report 73

The ICT market is also included in this upswing. Industry association BITKOM is forecasting that

the previous year’s stagnation will be followed by a 1.6-percent rise in revenues to € 154.4 billion

in 2014. And the association expects to see even stronger growth in the IT industry: Revenues

here could rise by 2.8 percent to € 76.8 billion. In addition to software business, revenues with

IT services like Outsourcing are also growing – at an expected rate of 3.1 percent to € 36.8 billion.

The TC market is developing on a weaker note. While BITKOM is calling for modest growth of

0.5 per cent overall here, this is attributable solely to booming smartphone sales and the resul-

ting higher revenues with mobile data services. Revenues generated by fi xed-network voice ser-

vices, on the other hand, are expected to once again contract, decreasing by 7 percent over the

course of the year to € 10.5 billion. And the declines in mobile communication will be even grea-

ter. BITKOM emphasizes that these declines are attributable not only to stiff pricing competition,

but also to intervention on the part of government regulatory authorities.

As a result of the new regulatory orders issued by the German Federal Network Agency in Novem-

ber 2013, QSC will incur estimated revenue shortfalls on the order of € 8 million and an EBITDA

decrease of € 3 million during the current fiscal year. And both the EU and the German Federal

Network Agency are likely to strive for further decreases in regulated fees in the future, as well.

Approval for the fixed-network and mobile interconnection fees are set to expire on November

30, 2014. It can be expected that the regulators will urge further reductions.

Cloud Computing establishing itself • While the conventional TC market is suffering from height-

ened regulation, new opportunities are opening up in the ICT market: Cloud Computing is devel-

oping into the key growth driver. BITKOM is predicting that revenues in Germany will rise by 39 per-

cent to € 10.8 billion during the current fi scal year, with business customers accounting for nearly

two-thirds of these revenues.

ANTICIPATED PROFITABILITY

TC business masking successes in ICT business • QSC anticipates revenues of between € 450

and € 470 million for the current fiscal year, in contrast to € 455.7 million in fiscal 2013. Rising

ICT revenues will be offset by market- and regulatory-inducted TC revenue shortfalls. QSC ex-

pects to see the current fiscal year get off to a slow start. Outsourcing and Consulting business

traditionally does not pick up speed until later in the year.

THE GERMAN ICT MARKET (value in € billion)

2014

2013

154.4151.9

Cloud revenues

rise by 39 percent


Investments in future growth to impact EBITDA near term • QSC’s planning calls for an EBITDA

of between € 60 and € 70 million for fiscal 2014. This year-on-year decrease is essentially attri-

butable to the return of the deferred income line item, which occurred for the last time in fiscal

2013; QSC had received a payment in connection with the timing of the exit of former Plusnet

shareholder TELE2, which it had been returning as income over the period through year-end

2013. In fi scal 2013, this resulted in a € 20.9-million contribution to profi tability. A long-term con-

tact with another network operator is producing savings of a similar magnitude in the costs of

operating and maintaining the Company’s own infrastructure. In fact, some of these savings had

already been achieved in fiscal 2013.

In addition, stiff pricing competition in the TC market as well as investments in future growth du-

ring the current fiscal year will additionally burden profitability. QSC’s planning calls for an ap-

proximately € 15-million higher personnel budget than in 2013, as well as an approximately

€ 5-million higher development budget. On the other hand, profitability will be increased by the

sustained shift in revenues from low-margin TC to higher-margin ICT business.

ANTICIPATED PROFITABILITY BY SEGMENT

Sustained growth in Direct Sales • Direct Sales is likely to again grow faster than the market for

IT services in Germany in fi scal 2014. However, since total order bookings in 2013 had been down

from the previous year’s level, the growth rate is unlikely to be able to match the 11-percent mark

that was achieved in 2013. Nevertheless, Direct Sales will further broaden its position as the Com-

pany’s largest business unit, intensify its relationships with existing customers, and push new

SME business. While the significant expansion of the workforce during the course of fiscal 2013

will temporarily impact the margin situation during the current fiscal year, the larger team has

now created the basis for winning new requests for proposals as well as for QSC’s planned growth

beyond 2014.

As in the year before, QSC anticipates that Indirect Sales will develop on a stable note. Rising

ICT revenues will offset declining TC revenues. QSC is increasingly also offering its sales partners


2014

2013 455.7450 – 470

EBITDA (in € million)

2014

2013 77.860 – 70

Higher personnel

and development

budgets at QSC

Group Management Report Outlook Report 75

standardized Cloud services. The faster Cloud Computing is accepted by small and mid-size

enterprises and the sooner QSC can bring its in-house developed products to market, the grea-

ter will be this business unit’s anticipated revenue and profitability contributions.

The Company anticipates that revenues in business with resellers will decline in fiscal 2014 due

to the continued diffi cult environment in conventional TC business. Moreover, pricing competition

in these lines of business is likely to have a greater impact on margins than in previous years.

Nor are in-house developed Cloud-based services yet able to compensate for these declines in

revenues and profitability. However, interest in pilot projects on the basis of QSC’s own solucon

Cloud platform shows just how much profi tability potential the Company’s intensive development

work will open up for this business unit, too, in the coming years.

ANTICIPATED FINANCIAL POSITION AND NET WORTH

High cash infl uxes from operating business • As in previous years, QSC expects to see operating

activities generate high levels of cash in fiscal 2014. On the other hand, the cash burn for inves-

ting activities is expected to be moderate. The focus is on customer-related investments, espe-

cially during the run-up to the launch of new Outsourcing projects, on ongoing optimization of data

center capacities, as well as on investments related to development. The capex ratio is likely to

remain within a corridor of between 6 and 10 percent of revenues. Moderate capital expendi tu res,

on the one hand, and a strong influx of cash from operating activities, on the other, will enable

the Company to again increase free cash flow, to between € 26 and € 32 million. This metric re-

lates only to operating business, and not to obligations stemming from acquisitions or measures

aimed at enabling shareholders to participate in the Company’s success, such as the dividend.

The positive free cash flow increases the Company’s freedom of action in financial matters and

strengthens its ability to fi nance from within. Moreover, a line of credit that is currently being only

partially utilized affords the necessary financial strength for the planned investments in both

internal and external growth. Nevertheless, given the sustained low interest-rate phase, QSC

plans to realign its financing during the current fiscal year.

QSC striving to further increase the dividend • Given its sound fi nancing, QSC will be able to con-

tinue to enable its shareholders to participate in the Company’s success. The planned dividend

for the 2013 fiscal year in the amount of € 0.10 per share would represent the benchmark for

subsequent years, with the Management Board striving for a steady rise in the dividend.

FREE CASH FLOW (in € million)

2014

2013 25.626 – 32

Management Board

striving to steadily

increase dividend


Report on Opportunities

MANAGEMENT OF OPPORTUNITIES

Decentralized responsibility for opportunity management • Far-sighted, intelligent management

of opportunities is an absolute prerequisite for implementing the Company’s ambitious growth

and innovation strategy. Moreover, the ICT and Cloud markets, themselves, are characterized by

strong dynamics; this is repeatedly producing new opportunities for QSC. The responsibility for

identifying and taking advantage of opportunities rests with the business units. They are familiar

with their specifi c market environments and are aware of the resulting potential. In addition, the

leaders there utilize market and competition analyses, internal studies and market research fi n-

dings, as well as feedback about customer interaction provided by the Sales organization. The lea-

ders regularly report to the Management Board on existing opportunities and the measures needed

to seize them; the Supervisory Board’s Strategy Committee also regularly deals with this issue.

Concrete opportunities are input into the rolling planning, with a review being made early on as

to the risks involved in pursuing and implementing these opportunities. The payoff from the close

linkage between managing risks and opportunities is especially clear to see here. QSC reports

below on future developments and events that could lead to a positive variance from the Com-

pany’s guidance, as described within the context of this Consolidated Management Report. Simi-

larly to risks, the Company classifi es opportunities as “major” opportunities with a comparati ve ly

high probability of occurring and making a considerable positive contribution toward QSC’s pro-

fitability, financial position and net worth.

INDIVIDUAL OPPORTUNITIES

Acquisitions • In generating innovations in all three business units, QSC relies not only on its

in-house resources, but also includes acquisitions in its strategic considerations. The focus is on

smaller enterprises that possess special technology or market know-how. During the current

fiscal year, QSC might be able to acquire one or even several companies of this type. On the one

hand, these acquisitions could provide a positive contribution toward revenues and profitability.

On the other, the fact must be taken into consideration that acquisitions of this kind typically also

involve additional expenses in an initial phase, for example for integration and sales and market-

ing support. Moreover, start-ups often incur start-up losses during the early years.

QSC has recently broadened its ability to identify these kinds of young technology companies ear-

ly on, and establish and intensify appropriate contacts. At the same time, the Company has cre-

a ted an organizational structure that allows it to give smaller units the necessary latitude for their

further development, on the one hand, while offering them a framework for sales, marketing and

administration on the other. Moreover, in the past QSC has repeatedly demonstrated its ability

to assure swift and smooth integration and to master the risks involved. With a view to its con-

siderable financial latitude, the Company therefore sees itself as being well equipped for poten-

tial acquisitions.

QSC planning one

or even several

acquisitions in 2014

Group Management Report Report on Opportunities 77

Winning major projects • Direct Sales is repeatedly participating in requests for proposals for

major Outsourcing projects involving multiple-year terms and a contract volume that typically

exceeds € 15 million. In going after these kinds of major projects, QSC is operating in a highly

com petitive environment, where globally operating IT and TC players are endeavoring to win mar-

ket share at the expense of margin, sometimes utilizing a low-price strategy. QSC does not choose

to participate in these kinds of bidding wars and withdraws from ongoing requests for proposals

if it is not possible to earn a sufficient margin and a positive cash flow.

There are three reasons, fi rst and foremost, why there are good prospects that Direct Sales will be

able to win major projects in fiscal 2014, just as it most recently did in 2012: First, the Company’s

infrastructure and all of its data centers are located in Germany, and are thus subject to Ger-

many’s strict data protection rules – an important argument in times of intensive debate about

the security of cross-border data communication. Second, QSC is hard at work driving the in-

dustrialization of IT, thus enabling the Company to further enhance its competitiveness. And third,

because it is a mid-size enterprise, itself, QSC can set the Company apart from global providers

and score points with such issues as proximity, personal service and fast decision-making.

Increased demand for Cloud products • The Company debuted its first in-house developed

Cloud product to the public at CeBIT 2013: QSC-tengo. And further products followed during the

course of the year. Experience with QSC-tengo shows that it can take quite some time to market

an innovation like this. In this connection, the need is to both ready ongoing operations as well as

to win and train sales partners and then conduct joint marketing campaigns with these partners.

The opportunity exists, especially in Indirect Sales, that Cloud products like QSC-tengo will make

faster inroads into the market than expected in fiscal 2014. In spite of the current debate regard-

ing the eavesdropping potential of foreign secret services, a growing number of small and mid-

size enterprises might be able to overcome their skepticism about Cloud solutions in view of the

efficiency and cost advantages they offer, and talk with their sales partners about this issue. The

greater the desire on the part of end-customers, the greater the demand on the part of QSC’s

partners in Indirect Sales (and also in the Resellers Business Unit) to swiftly add new Cloud pro-

ducts to their portfolios and actively market them. Given this backdrop, QSC is sustaining its in-

tensive innovation activities, while at the same time utilizing direct customer contacts and sales

to create the transparency that is required in order to further reduce the inhibition threshold re-

garding the use of Cloud products.

Broadening the portfolio of products, services and solutions • QSC is pursuing a dedicated in-

novation strategy, and significantly expanded its development capacities in fiscal 2013. With

solucon, the Company possesses a high-performance, secure service platform as the basis for

simply and swiftly provisioning Cloud applications. It has open interfaces, which also makes it

suitable as a platform for external partners. Moreover, the Company is also involved in a num-

ber of highly promising research projects.

Cloud products

offer efficiency and

cost advantages


In the Indirect Sales and Resellers Business Units, there is a possibility that innovations which

build upon the above will already be ready for market in fi scal 2014. On the one hand, this hinges

upon making further progress in the Company’s own development work and, on the other, upon

the willingness of partners to drive innovations with the requisite resolve, either together with

QSC or on their own. With pilot projects like the presentation of the potential applications for so-

lucon in home automation at the 2013 International Radio Exhibition, QSC is familiarizing nume r-

ous decision-makers with this platform, while simultaneously systematically expanding its own

network. These kinds of contacts also spark new approaches to applications that foster internal

development work. Against this backdrop, QSC does not preclude the possibility of already ready-

ing for market innovations that offer considerable revenue and profitability potential during the

further course of 2014.

Innovations could

be ready for market

as soon as 2014

Group Management Report Report on Risks 79

Report on Risks

MANAGEMENT OF RISKS

Risk management the foundation for decision-making • QSC is pursuing an ambitious growth

and innovation strategy. What is needed for this in view of constantly changing markets is a com-

prehensive system of risk and opportunity management. While the Report on Opportunities that

begins on page 76 focuses on just this issue, the Company reports below on internal and exter-

nal events, acts or omissions that could pose a potential threat to the success or even the very

survival of QSC. The risk management system (RMS) comprises intercoordinated rules, measures

and procedures for dealing with risks. It is intended to identify, analyze, assess, control and mo-

nitor these kinds of risk-laden developments as early on as possible in order to ensure the Com-

pany’s success over the long term. The consistent risk management system serves as the basis

for decision-making at QSC and all of its subsidiaries.

ORGANIZATION AND PROCEDURES

Risk management system optimized in fiscal 2013 • To assure the effectiveness of the risk ma-

nagement system and the aggregation of risks, as well as to enable transparent reporting, QSC

instituted a consistent, integrated risk management system throughout the organization, and has

further optimized it during the past fiscal year. The employment of risk management software

afforded an even more precise classification of risks, and as a result an even stronger focus on

major risks.

This risk management system is an integral element of the decision-making process. It assures

that risk assessments are taken into consideration in connection with all decisions and that mea-

sures to reduce any risks are initiated early on. Regular reporting helps to raise the awareness for

risk management on the part of all individuals who bear responsibility. The RMS is accompa nied

by guidelines, standard operating procedures and process instructions, which ensure its imple-

mentation in everyday operations.

Risk Management and Finance play a key role in the RMS: Corporate Risk Management is res-

ponsible for the quarterly risk reports, conducts personal, on-site quarterly audits and serves all

areas throughout the organization as a constant point of contact. Finance is responsible for mo-

nitoring risks on the basis of operating and financial performance indicators.

Ongoing monitoring and assessment of risks that arise is in the hands of risk coordinators, who

report their fi ndings to Corporate Risk Management either ad hoc or within the framework of the

quarterly audits. This assures that QSC will be able to identify potential risks in its operating bu-

siness early on. The risk coordinators use this as the basis for regularly reviewing their areas of

responsibility to determine whether previously unidentifi ed risks have arisen and whether there

has been a change in existing risks.

Risk management the

basis for decisions

SEE PAGES 76ff.

REPORT ON OPPORTUNITIES


Ongoing reporting to the Management Board • Corporate Risk Management oversees the intro-

duction of and compliance with all risk-avoidance and risk-reduction measures. It additionally

handles consolidation and documentation of the risks assessed by the risk coordinators. Corpo-

rate Risk Management utilizes the risk reports as the basis for compiling a compact report utili-

zing the “R2C” software detailed under “Assessment Methodology.” Reporting is performed quar-

terly and ad hoc if necessary.

At least once a year, the Management Board informs the Supervisory Board in the form of a de-

tailed risk report, while additionally using the RMS as the basis for also informing the Supervi-

sory Board about all newly arising major risks.

A risk management policy issued by the Management Board governs the way risks are dealt with

in the manner described here and defines the risk management process and organization. The

policy is regularly reviewed and modified as needed, however, at least annually.

The RMS is regularly reviewed by Internal Auditing. During the course of the annual audit, the

external auditor additionally reviews whether the RMS is suitable for identifying survival-endan-

gering risks.

Beginning on page 151, the Notes to the Consolidated Financial Statements contain further in-

for mation on the RMS concerning the disclosure requirements relating to financial instruments

in accordance with IFRS 7.

ASSESSMENT METHODOLOGY

Risks classifi ed on the basis of two parameters • The Risk to Chance (R2C) tool – a risk mana ge-

ment suite of software – supports the entire risk management process throughout the organiza-

tion. This tool uses a gross view to classify a risk as being “high,” “medium” or “low” on the basis

of the estimated probability of its occurrence and its potential impact. The classification results

cumulatively from the allocation of risks to the respective categories; in the case of the proba-

bility of occurrence, these categories are “very low,” “low,” “medium,” “high” and “very high,”

while their impacts are classified as “immaterial,” “low,” “medium,” “serious” and “survival-

endangering.” In the case of the highest impact category, “survival-en dangering,” serious fi nan-

cial damage must be accompanied by an actual or legal circumstance that would endanger QSC’s

survival. All assessments and the accompanying comments and requirements are qualitative in

nature, and quantitative only in exceptional cases.

This risk analysis and categorization is followed by measures aimed at dealing with and monitor-

ing risks. These serve to

- Reduce existing risks through the employment of appropriate measures

- Secure against risks through accruals/provisions and insurance coverage

where economically meaningful

- Heighten awareness for existing residual risks and/or risk acceptance.

Risks assessed

qualitatively

SEE PAGES 151ff.

NOTES


All risks are initially compiled in a gross view without consideration to their impact and to the in-

stitution of suitable measures. In this status, classification as “survival-endangering” will only

lead to an overall assessment of “high” if there is at least a “medium” probability of occurrence.

Survival-endangering risks that are assessed as having only a very low or little probability of oc-

currence – without any more far-reaching net view – are therefore not classified as “high” for

ongoing observation, and are thus not viewed as directly endangering survival over all. These in-

clude such general risks as global catastrophes, collapse of the fi nancial system, war, etc. It is

not relevant to operating business for these unlikely scenarios to be intensively tracked, which is

why they are not subject to the risk management system.

The net view is decisive • Given this backdrop, the decisive factor in the assessment is the net

view of risks. An assessment of the above-indicated gross view is made by the risk coordinators,

with the further procedure for dealing with these risks then being stipulated. As explained above,

this can mean reduction of the risk exposure through appropriate measures, securing against the

risk through accruals/provisions and insurance coverage, as well as heightening awareness for

and/or acceptance of existing residual risks. The subsequent net view, which is typically determined

on a qualitative basis, serves as the foundation for creating a ranking and the resulting risk report.

CLASSIFICATION OF RISKS

Low Risk Medium Risk High Risk

Assessment of probability of occurrence

Very low: The risk occurs rarely to never

Low: The risk occurs with low frequency (not more than once every 5 years)

Medium: The risk occurs with medium frequency (around once a year)

High: The risk occurs frequently (more than once a year)

Very high: The risk occurs very frequently (around once a month or more)

Damage class (Estimated damage in the event of occurrence)Immaterial: Under € 50,000

Low: € 50,000 to € 250,000

Medium: € 250,000 to € 1,000,000

Serious: Over € 1,000,000

Survival-endangering: As a result of legal or actual circumstances occurring

Immaterial

Low

Medium

Serious

Survival-endangering

Very low Low Medium High Very HighDamage Class Probability of Occurrence >


SUPPLEMENTARY INFORMATION PURSUANT TO § 315, Para. 2, No. 5

German Commercial Code

Accounting risks subject to ongoing monitoring • Accounting-related risk management is an

integral element of the RMS. The billing and accounting risks are constantly monitored, with the

results being included in the Group-wide reporting. Within the framework of the audit of the An-

nual Financial Statements, the auditor also reviews the accounting process and the IT systems

that are employed for this purpose. On the basis of the auditor’s observations, both the Supervi-

sory Board’s Audit Committee as well as the full Supervisory Board deal with the accounting-

related internal control system.

QSC details the major characteristics of this RMS below:

- QSC possesses a clear management and corporate structure. The accounting for all subsidia-

ries is handled either by QSC AG, itself, on the basis of contracts for services or work, or is hand-

led in close collaboration with the subsidiaries. The individuals at the subsidiaries who are res-

ponsible for the individual processes are clearly named.

- Among other things, QSC assures strict compliance with both statutory requirements as well

as International Financial Reporting Standards (IFRS) through the employment of qualifi ed pro-

fessionals, specifi c and ongoing continuing education for these professionals, the strict obser-

vance of the four-eyes principle through the organizational separation of execution, billing and

approval functions, as well as through a clear separation of roles in creating and posting do-

cuments, as well as in Controlling.

- QSC utilizes a suite of standard software from SAP; the process of lending consistency to the

versions that were being employed began during the course of fiscal 2013.

- The accounting software is comprehensively safeguarded against unauthorized access. It en-

sures that all major business transactions at all companies are recorded consistently, proper ly

and in a timely manner.

- A set of Accounting Principles serves as the basis for accounting and consolidation at all Group

companies. After being drawn up, the individual fi nancial statements are transferred to a con-

sistent consolidation system that ensures elimination of intercompany transactions. This system

then provides the basis for the Consolidated Financial Statements as well as the major in for-

mation in the Notes to the Consolidated Financial Statements.

- Monthly Group-wide reporting ensures early identification of potential risks during the course

of the year. It includes all accounting processes that are of relevance for the consolidated

Group, such as consolidation of capital, debt, expense and earnings.

With these measures, QSC provides the required transparency in its accounting and prevents to

the greatest possible extent the occurrence of potential risks in this process, in spite of the enor-

mous complexity of IFRS.

Monthly reporting

enables early

identification of risks


INDIVIDUAL RISKS

The focus is on high risks • Risk monitoring does not focus on the risks identifi ed by the gross eva-

luation, but on the actual risk exposure after taking measures into consideration. The following

relevant risks were assessed as “high” within the framework of the net view.

Decline of conventional voice telephony • German fixed-network voice call volumes have been

declining for years. Moreover, the share of this declining market that is accounted for by Call-by-

Call and Preselect business is sinking. Instead, Germans are increasingly opting for fixed-net-

work flat-rate plans and for mobile communication instead of a fixed network. In addition, stiff

pri cing competition prevails in this contracting market. Moreover, a heightened regulatory en vi-

ron ment is reducing revenues. “Regulatory risks” below provides separate information relating

to the risks in this connection.

Through its evolution into an ICT provider, QSC has been reducing its dependence upon TC busi-

ness for years. In addition, the Company has combated the risk of revenue losses in this traditio n-

al line of business by building a fully IP-based NGN early on. At the same time, QSC is reviewing

whether and to what extent it would be possible to sustain its voice offerings under competitive

conditions following a potential expiration of further regulation. Regardless of this, the Company

is assuming that revenues in the conventional TC market will continue to decline in the coming

years and that there will be a further heightening of pressure on margins. This applies to the Re-

sellers Business Unit, in particular, and to Indirect Sales. On the other hand, the Company will

be able to further grow its revenues in the ICT market.

Cross-border projects • QSC focuses on the German market. However, small and mid-size en-

terprises in Direct Sales are increasingly asking for cross-border services. International issues

also play a role in many major requests for proposals; this could involve data center locations

outside Germany, international links or international 24/7 services.

QSC is combating this risk in Direct Sales by strengthening and broadening its international ac-

tivities. For years, the Company has already been offering cross-border solutions in connection

with major networking projects, which gives it extensive experience in this field. Moreover, QSC

is developing an international networking concept. Partners in other major markets are additio n-

ally playing a major role; QSC is expanding its partner network and intensifying existing partner-

ships in order to be able to offer its customers the international solutions they desire, especially

in Direct Sales. In return, these partners also collaborate with QSC in implementing ICT solu-

tions in Germany. Even though the focus of its business activities continues to be on the German

market, QSC is thus gradually broadening its competence in cross-border projects.

QSC reducing its

dependence on TC

business for years


License management • In Direct Sales, QSC utilizes licenses from other providers within the

frame work of Outsourcing and Consulting projects, on the one hand, and is steadily expanding

its portfolio of Company-held licenses through increased developed activity, on the other. This is

placing greater demands on both internal and customer-related license management, as licens-

ing models are constantly evolving. The risk exists that there is potential for incurring consider-

able damages and indemnifi cation claims as a result of over- or under-licensing in Direct Sales.

QSC is combating this risk by expanding its license management operations, rigorously monitor-

ing all licenses utilized, and systematically expanding the administration and marketing of its

own licenses.

Regulatory risks • Even as an ICT provider, QSC continues to be active in the regulated German

TC market. Following the creation of the new national German government in late 2013 and the

resulting shift in competence for telecommunications issues to the Ministry of Transportation,

in particular, there is a trend on the part of the political community, and thus indirectly the Ger-

man Federal Network Agency, to end regulation of various markets and to restrict themselves in

the future to monitoring these markets so as to intervene retroactively under general fair com-

petition legislation if necessary. An amended recommendation regarding markets to be subject

to preliminary regulation is expected in the autumn of 2014. There is a risk that the coming years

will see a further decline in the number of regulated markets. This could increase the pricing

latitude of Deutsche Telekom AG (DTAG) in markets that have already been removed from regula-

tion. In addition, there is a risk that regionalization would be accomplished in certain regu lated

markets for preliminaries, in particular bitstream and subscriber lines (local loops), in such a way

that certain preliminaries are no longer available in highly competitive geographical sub-markets

(e.g. metropolitan areas).

Previous experiences with the end of regulation in various markets show that public monitoring

of DTAG’s competitive behavior will not be suffi cient to keep it from exploiting its newly won free-

dom. However, QSC anticipates that a sustained public discussion in combination with public

disclosure of pertinent cases will foster behavior that is in conformity with the rules of fair com-

petition, and that the German Federal Network Agency or the German Cartel Offi ce will otherwise

make use of their legal options.

Moreover, because of its own infrastructure QSC is significantly less dependent upon DTAG’s

resale prices for voice and data services than most other ICT providers. Nevertheless, it is espe-

cially an aggressive pricing policy on the part of DTAG in both the preliminaries and end-custom-

er markets outside the boundaries set by regulation or cartel law or in markets that are no longer

being regulated that could have a negative impact on the margin situation in the German TC mar-

ket. And this has been seen to be the case in several situations in fiscal 2013.

This being so, QSC is counting on viable oversight by the German Federal Network Agency and

the European Commission. The Company is limiting the potential risks by intensively monitoring

the regulatory landscape as well as through its ongoing participation in the discussion of and by

commenting on various proceedings.

QSC rigorously

monitoring all

licenses in use


GENERAL REMARKS

No major identifiable risks • Given the potential scope of damage and the likelihood that these

and further potential risks could occur, no risks can presently be seen that could lead to a sus-

tained material impairment of net worth, financial position or profitability during the current

fiscal year. Organizationally, all meaningful and reasonable prerequisites have been put in place

so that the Company can be informed early on in the event of potential risk situations and there-

by take appropriate action.

Nevertheless, due to these or other risks and incorrect assumptions, QSC’s actual future results

could vary materially from the expectations of the Company and its management. All statements

contained in these Consolidated Financial Statements that are not historical facts are forward-

looking statements. They are based upon current expectations and projections of future events,

and are subject to regular review within the context of the risk management system.


Information Relating to Acquisition Law

Customary rules for a publicly traded corporation. The following overview contains comments on

the mandatory statements pursuant to § 315, Para. 4, of the German Commercial Code (“HGB”).

Overall, these are rules that are typical and customary at publicly traded corporations. The follow-

ing information presents an overview of the conditions that prevailed on the balance sheet date.

Composition of capital stock • The capital stock of QSC as of December 31, 2013, amounted to

€ 124,057,487, and was classifi ed into 124,057,487 no-par registered shares of common stock. Ac-

cording to the Register of Shares, the capital stock was divided among 29,345 shareholders as of

December 31, 2013. On January 16, 2013, the capital stock was decreased by € 13,629,913 through

the withdrawal from circulation of 13,629,913 no-par registered shares that had up until then been

held by QSC AG, accounting for a mathematical percentage of capital stock of € 1.00 per share.

Limitations of voting rights or transfers of shares • Each share possesses one vote. On March

4, 2013, Dr. Bernd Schlobohm and Gerd Eickers notified QSC that they had entered into a voting

trust and pooling agreement providing for consistent exercise of their voting rights and restric-

tions relating to the disposition of pool-bound shares, which Gerd Eickers Vermögensverwaltungs

GmbH & Co. KG joined on June 10, 2013. Aside from this, the Management Board is not aware of

either limitations to voting rights or restrictions on the transfer of shares.

Direct or indirect holdings of more than 10 percent of capital stock • Gerd Eickers and Dr. Bernd

Schlobohm have each notified us that their direct and indirect voting rights pursuant to § 22,

Para. 2, Sent. 1, German Securities Trading Act in QSC AG amounted to 25.09 percent (31,045,856

votes) on March 4, 2013. Of this total, 12.52 percent (15,493,372 votes) were allocated to Gerd Ei-

ckers by Dr. Schlobohm and 12.57 percent (15,552,484 votes) to Dr. Schlobohm from Gerd Eickers.

Gerd Eickers Vermögensverwaltungs GmbH & Co. KG, of Cologne, has notified us that it indi-

rectly held 25.09 percent (31,045,856 votes) on June 10, 2013 under an allocation pursuant to

§ 22, Para. 2, Sent. 1, German Securities Trading Act. These votes were allocated to Gerd Eickers

Vermögensverwaltungs GmbH & Co. KG by Mr. Eickers and Dr. Schlobohm.

Holders of shares with special rights granting controlling authority • There are no special rights

that grant controlling authority.

Controlling authority over voting rights enabling employees to share in capital • There are no

con trolling authorities with respect to voting rights.

Appointment and dismissal of members of the Management Board • The appointment and dis-

missal of members of the Management Board is governed by §§ 84, 85, German Stock Corpora-

tion Act (“AktG”), as well as by § 7 of the Articles of Association and Bylaws, as amended Janu-

ary 30, 2014. Pursuant to § 7 of the Articles of Association and Bylaws, the Management Board

can comprise one or more individuals. The Supervisory Board determines the number of mem-

bers of the Management Board. Even though the capital stock of the Company amounts to more

than 3 million euros, the Supervisory Board can stipulate that the Management Board consist of

only one individual. The appointment of deputy members of the Management Board is permissible.

Group Management Report Information Relating to Acquisition Law 87

Amendments to the Articles of Association and Bylaws • Pursuant to § 179, German Stock Cor-

poration Act, in conjunction with § 20, Para. 1, of the Articles of Association and Bylaws, as amen-

ded January 30, 2014, amendments to the Articles of Association and Bylaws require a resolution

adopted by a majority of at least 75 percent of the share capital represented at a Shareholders

Meeting. Pursuant to § 15 of the Articles of Association and Bylaws, the Supervisory Board is

authorized to resolve amendments to the Articles of Association and Bylaws that relate only to

matters of form and do not involve any changes to the actual content thereof.

Acquisition and buy-back of QSC shares • The resolution of the Annual Shareholders Meeting on

May 29, 2013, authorized the Management Board pursuant to § 71, Para. 1, No. 8, German Stock

Corporation Act, to acquire QSC shares totaling up to 10 percent of the capital stock of the Com-

pany by May 28, 2018. The Management Board has thus far not utilized this authorization.

Authorized capital • The Management Board is authorized, subject to the approval of the Super-

visory Board, to increase the capital stock of the Company on one or several occasions through

May 19, 2015, to a total of not more than € 65,000,000 (authorized capital) through the issuance

of new no-par registered shares against contributions in cash or kind. In utilizing the authorized

capital, the Management Board can, with the consent of the Supervisory Board, preempt the share-

holders’ right of subscription in the following four cases: (1) to exclude rounding amounts from

the shareholders’ right of subscription; (2) if the new shares are issued against contributions in

kind, especially in conjunction with corporate acquisitions; (3) if, pursuant to § 186, Para. 3, Sent. 4,

German Stock Corporation Act, the new shares are issued against contributions in cash, and if,

at the time of final stipulation, their issue price is not materially lower than the trading price of

shares already issued; and (4) in order to ensure, if necessary, that shareholders and /or the cre-

ditors of option and /or convertible bond issues retain a right of subscription to new shares.

The purpose of the authorized capital is to enable QSC to respond swiftly and flexibly to oppor-

tunities that present themselves on the capital market and to obtain equity capital at favorable

terms, if needed. It was not used during the past fiscal year.

Conditional capital • The Company’s conditional capital as of the balance sheet date totaled

€ 31,292,974, and was classifi ed as follows: Conditional Capital III, amounting to € 437,609; Con-

ditional Capital IV, amounting to € 25,000,000; Conditional Capital VII, amounting to € 855,365;

as well as Conditional Capital VIII, amounting to € 5,000,000.

With the exception of Conditional Capital IV, the conditional capital is employed to secure the con-

version rights of holders of convertible bonds that QSC has issued or can issue within the frame-

work of existing stock option plans to members of the Management Board, to the managing di-

rectors of affiliated companies, to employees, and to other individuals involved in the Company’s

success. The Management Board can utilize Conditional Capital IV to create publicly tradable op-

tion and /or convertible loans that will allow it to make available an additional, low-interest fi nan c-

ing option for the Company, given favorable capital market conditions. Only in the following three


cases is the Management Board authorized, with the consent of the Supervisory Board, to pre-

empt the shareholders’ right of subscription to these option and /or convertible loans: (1) for roun-

ding purposes resulting from the subscription ratios; (2) to ensure the right of subscription for

the holders /creditors of previously issued conversion and option rights; and (3) if, pursuant to

§ 186, Para. 3, Sent. 4, German Stock Corporation Act, their issue price is not materially lower

than their trading price. The Management Board has thus far not utilized the authorization to is-

sue publicly tradable option and/or convertible loans.

The preemption of the shareholders’ right of subscription and acquisition, which pursuant to

§ 186, Para. 3, Sent. 4, German Stock Corporation Act, is justified only in the case of a price that

is similar to the stock market trading price, may apply only to an aggregate total of not more than

10 percent of the capital stock for treasury shares, authorized capital, option and convertible

loans during the term of the respective authorization.

Major agreements in conjunction with the condition of a change in control resulting from an

acquisition offer • In fiscal 2011, QSC entered into an agreement with seven financial institu-

tions for a line of credit in the amount of € 140 million; this contract provides the financial insti-

tutions with the option of special termination should a natural or legal person, acting either alone

or together with others, gain control over QSC. No further agreements exist for a situation in

which a change of control results from an acquisition offer.

Indemnifi cation agreements in the event of an acquisition offer • No indemnifi cation agreements

covering the event of an acquisition offer are in force with either the members of the Manage-

ment Board or employees.

Group Management Report Information Relating to Acquisition Law 89

THE STRATEGY IS WORKING.

REVENUES IN ICT BUSINESS ARE RISING SHARPLY YEAR AFTER YEAR. QSC IS WINNING FURTHER CUSTOMERS AND BRINGING INNOVATIVE ICT AND CLOUD PRODUCTS TO MARKET.

91

Financial Report

Consolidated Financial Statements 91

Consolidated Statement of Income 92

Consolidated Statement of Cash Flows 93

Consolidated Balance Sheet 94

Consolidated Statement of

Changes in Equity 96

Consolidated Statement of

Comprehensive Income 98

Statement of Responsibility 160

Auditor’s Report 161

Notes to the Consolidated Financial Statements 99

Corporate Information 99

Accounting Principles and Policies 99

Income Statement Disclosures 116

Balance Sheet Disclosures 121

Cash Flow Statement Disclosures 136

Other Disclosures 137

CONSOLIDATED STATEMENT OF INCOME

Euro amounts in thousands (K€)


Note 2013 2012

Net revenues 455,724 481,496

Cost of revenues (345,449) (359,150)

Gross profit 110,275 122,346

Sales and marketing expenses (47,735) (56,226)

General and administrative expenses (38,987) (38,998)

Other operating income 3,422 965

Other operating expenses (474) (3,503)

Operating profit 26,501 24,584

Financial income 363 756

Financial expenses (4,192) (4,621)

Net profit before income taxes 22,672 20,719

Income taxes 940 (1,698)

Net profit 23,612 19,021

thereof attributable to non-controlling interests - 145

thereof attributable to owners of QSC AG 23,612 18,876

Earnings per share (basic) in € 0.19 0.14

Earnings per share (diluted) in € 0.19 0.14

6

7

8

9

10

10

11

11

41

12

12

Financial Report Consolidated Financial Statements 93

CONSOLIDATED STATEMENT OF CASH FLOWS


Note 2013 2012

Cash fl ow from operating activities

Net profi t before income taxes 22,672 20,719

Depreciation and amortization of fi xed assets 50,830 52,926

Non-cash share-based remuneration 465 (676)

Loss from disposal of long-term assets 13 1

Changes in provisions (9,336) (934)

Changes in trade receivables 10,576 989

Changes in trade payables 5,230 5,334

Changes in other assets and liabilities (16,288) (17,387)

Cash fl ow from operating activities 64,162 60,972

Cash fl ow from investing activities

Purchase of intangible assets (14,665) (11,993)

Purchase of property, plant and equipment (17,014) (21,165)

Cash fl ow from investing activities (31,679) (33,158)

Cash fl ow from fi nancing activities

Dividends paid (11,138) (10,985)

Disbursements for share buy-back - (29,072)

Issuance (Redemption) of convertible bonds 6 (2)

Purchase of additional interest in subsidiary following acquisition - (5,812)

Proceeds from issuance of common stock 690 59

Proceeds of loans granted 6,398 35,583

Repayment of liabilities under fi nancing arrangements (4,543) (6,520)

Cash fl ow from fi nancing activities (8,587) (16,749)

Change in cash and short-term deposits 23,896 11,065

Change in cash and short-term deposits as of January 1 34,820 23,755

Cash and short-term deposits as of December 31 58,716 34,820

Interest paid 3,080 3,047

Interest received 336 738

Income tax paid 4,242 5,625

34

14, 17

29, 31

18

30

34

35

35

36

28

36

23


CONSOLIDATED BALANCE SHEET



Note Dec. 31, 2013 Dec. 31, 2012

ASSETS

Long-term assets

Property, plant and equipment 93,869 107,614

Land and buildings 26,766 27,259

Goodwill 76,265 76,265

Other intangible assets 52,809 50,525

Trade receivables 5,223 4,525

Prepayments 2,226 1,976

Other long-term assets 349 707

Deferred tax assets 14,541 10,539

Long-term assets 272,048 279,410

Short-term assets

Trade receivables 52,539 63,814

Prepayments 5,070 4,413

Inventories 1,746 1,365

Other short-term assets 1,565 2,963

Available-for-sale fi nancial assets 343 343

Cash and short-term deposits 58,716 34,820

Short-term assets 119,979 107,718

BALANCE SHEET TOTAL 392,027 387,128

14

14

15

17

18

19

41

18

19

20

21

22

23


Note Dec. 31, 2013 Dec. 31, 2012

SHAREHOLDERS‘ EQUITY AND LIABILITIES

Shareholders’ equity

Capital stock 124,057 137,307

Nominal value of treasury shares from share buy-back - (13,630)

Capital stock 124,057 123,677

Capital surplus 141,286 140,542

Other capital reserves (1,176) (1,207)

Consolidated retained earnings (Accumulated defi cit) (70,302) (82,776)

Shareholders’ equity 193,865 180,236

Liabilities

Long-term liabilities

Long-term liabilities under fi nancing and fi nance

lease arrangements 8,835 7,200

Liabilities due to banks 82,697 74,817

Convertible bonds 19 13

Accrued pensions 6,765 6,905

Other provisions 370 856

Deferred income 712 932

Deferred tax liabilities 3,912 5,306

Long-term liabilities 103,310 96,029

Short-term liabilities

Trade payables 58,002 52,452

Short-term liabilities under fi nancing and fi nance

lease arrangements 5,530 4,147

Liabilities due to banks 2,868 4,351

Other provisions 2,655 6,452

Accrued taxes 3,068 3,505

Deferred income 4,238 23,500

Other short-term liabilities 18,491 16,456

Short-term liabilities 94,852 110,863

Liabilities 198,162 206,892

TOTAL SHAREHOLDERS‘ EQUITY AND LIABILITIES 392,027 387,128

24

24 / 26

25

27

28

28

39

29

31

32

41

30

28

28

31

31

32

33


CONSOLIDATED STATEMENT OF CHANGES IN EQUITY


Equity attributable to equity holders of QSC AG

Capital stock Capital surplus Other capital Consolidated re- Total reserves tained earnings / Note (Accum. defi cit)

27

39

39

27

39

39

Balance as of January 1, 2013 123,677 140,542 (1,207) (82,776) 180,236

Net profi t for the period - - - 23,612 23,612

Other comprehensive income

for the period, net of tax - - 31 - 31

Total comprehensive income - - 31 23,612 23,643

Conversion of convertible bonds 380 310 - - 690

Dividends - - - (11,138) (11,138)

Non-cash share-based remuneration - 434 - - 434

Balance as of December 31, 2013 124,057 141,286 (1,176) (70,302) 193,865

Balance as of January 1, 2012 137,257 140,095 (362) (72,069) 204,921

Net profi t for the period - - - 18,876 18,876


for the period, net of tax - - (845) - (845)

Total comprehensive income - - (845) 18,876 18,031

Acquisition of non-controlling interests

(Squeeze-out) - - - (3,290) (3,290)

Conversion of convertible bonds 50 9 - - 59

Non-cash share-based remuneration - 438 - - 438

Acquisition of treasury shares (13,700) - - (15,372) (29,072)

Issuance of shares to employees 70 - - 64 134

Dividends - - - (10,985) (10,985)

Balance as of December 31, 2012 123,677 140,542 (1,207) (82,776) 180,236


Equity Total share- attributable to holders’ equity non-controlling interests

- 180,236

- 23,612

- 31

- 23,643

- 690

- (11,138)

- 434

- 193,865

2,378 207,299

145 19,021

- (845)

145 18,176

(2,523) (5,813)

- 59

- 438

- (29,072)

- 134

- (10,985)

- 180,236

Balance as of January 1, 2013

Net profi t for the period


for the period, net of tax

Total comprehensive income

Conversion of convertible bonds

Dividends

Non-cash share-based remuneration

Balance as of December 31, 2013

Balance as of January 1, 2012

Net profi t for the period


for the period, net of tax

Total comprehensive income

Acquisition of non-controlling interests

(Squeeze-out)

Conversion of convertible bonds


Acquisition of treasury shares

Issuance of shares to employees

Dividends

Balance as of December 31, 2012


CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME


2013 2012


Line items that are not reclassifi ed in the income statement

Actuarial losses from defi ned benefi t pension plans 51 (1,247)

Tax effect (20) 400

Line items that might subsequently be reclassifi ed

in the income statement

Changes in unrealized fair values

of available-for-sale fi nancial assets - 2

Tax effect - -

Other comprehensive income 31 (845)

Net profi t for the period 23,612 19,021

Total comprehensive income for the period 23,643 18,176

thereof attributable to non-controlling interests - 145

thereof attributable to owners of QSC AG 23,643 18,031

Financial Report Notes to the Consolidated Financial Statements 99

Notes to the Consolidated Financial Statements

for the 2013 Fiscal Year

CORPORATE INFORMATION

QSC AG (hereinafter also called “QSC” or “the Company”) offers small and mid-size or gani za tions

comprehensive information and telecommunications services (“ICT services”) – rang ing from

telephony, data transfer, Housing and Hosting through to IT Outsourcing and IT Con sulting. In its

capacity as an SAP Gold Partner and Microsoft Gold Certifi ed Partner, QSC AG is also a specialist

in the areas of SAP and Microsoft implementations. The portfolio of products is roun ded off by

the provision of in-house developed Cloud-Services for a wide range of applications. Supported

by a state-of-the-art network infrastructure and with its own IT centers in Germany cer tified to

TÜV and ISO standards, QSC is one of the leading SME providers of ICT services in Ger many. The

Company offers customized solutions for individual ICT requirements as well as a mo dular-based

product portfolio for smaller business customers and sales partners.

QSC is a stock corporation registered in the Federal Republic of Germany. Its legal domicile is

Mathias-Brüggen-Straße 55, 50829 Cologne, Germany. The Company is registered in the Com-

mercial Register of the Cologne District Court under number HRB 28281. QSC has been listed on

the Deutsche Börse Stock Exchange since April 19, 2000, and on the Prime Standard since the

beginning of 2003, following the reorganization of the equity market. On March 22, 2004, QSC

was added to the TecDAX, which includes the 30 largest and most liquid technology issues in the

Prime Standard.

ACCOUNTING PRINCIPLES AND POLICIES

1 Basis of preparation

Pursuant to Article 4 of Regulation (EC) No. 1606 / 2002 of the European Parliament and the Coun-

cil dated July 19, 2002, the Company is required to prepare consolidated financial statements in

accordance with International Financial Reporting Standards (“IFRS”) and – in accordance with

§ 315a (1) of the German Commercial Code (“HGB”) – is thus exempt from preparing consolidated

financial statements in accordance with “HGB.” QSC prepares the consolidated financial state-

ments on a historical cost basis, except in the case of available-for-sale financial assets, which

have been measured at fair value. QSC prepares the consolidated financial statements in accor-

dance with the IFRSs issued by the International Accounting Standards Board (IASB), applicable

as of Decem ber 31, 2013, as required to be applied in the EU. The supplementary requirements

of § 315a (1), “HGB,” are also complied with. All IFRSs and Interpretations issued by the Inter-

national Financial Reporting Interpretations Committee (IFRIC) and the Standing Interpretations

Committee (SIC) which are mandatory for the 2013 fi scal year have been applied by the Company.


The fi scal year of QSC and its subsidiaries (hereinafter also referred to as the “consolidated group”)

corresponds to the calendar year. The consolidated financial statements are presented in euros

and all amounts, except when otherwise stated, are rounded to the nearest thousand (K€).

No events or transactions which would have a material effect on the consolidated group’s net

assets, financial position and earnings performance or cash flows occurred after the end of the

reporting period and prior to March 19, 2014 (the date on which the consolidated financial state-

ments were presented to the Supervisory Board for approval).

2 Consolidation

The consolidated financial statements comprise the financial statements of QSC AG and its sub-

sidiaries as of December 31 of each fi scal year. The fi nancial statements of subsidiaries are drawn

up to the same balance sheet date and use the same accounting policies as applied by the parent

company. All intra-group transactions and balances are eliminated in full. Subsidiaries are fully

consolidated from the date of acquisition, being the date on which the Company obtains control,

and continue to be consolidated on this basis until the date that such control ceases. Information

on the entities included in the consolidated financial statements is provided in Note 37.

3 Significant judgments and estimates

The application of accounting policies requires the use of judgments as well as of forward-loo-

king assumptions and estimates. Actual outcomes may differ from those assumptions and esti-

mates, with the consequence that there is a risk that a significant adjustment to the carrying

amounts of assets and liabilities could become necessary within the coming fiscal year. The use

of judgments, assumptions and estimates was necessary in particular for the accounting treat-

ment of the following items:

Impairment of non-financial assets • At each reporting date, the consolidated group assesses

whether there are any indications of impairment for non-fi nancial assets. Goodwill and other int-

angible assets with indefinite useful lives are tested for impairment at least once a year and at

other times when such indications exist. Impairment is determined by assessing the recoverable

amount of the cash-generating unit (“CGU”), which is measured as the present value of the ex-

pected future cash flows from the CGU. The CGUs correspond to the reportable segments. An

impairment loss is recognized if the recoverable amount of the CGU is less than its carrying

amount. As of December 31, 2013, goodwill totaling K€ 76,265 (2012: K€ 76,265) was recognized.

Further details are provided in Note 15.


Deferred tax assets • QSC recognizes deferred tax assets for all temporary differences, as well as

for unused tax losses to the extent that it is probable that taxable income will be available against

which the tax loss carryforwards can be utilized.

Estimates by management are required to determine the amount of deferred tax assets that can

be recognized, based upon the likely timing and level of future taxable profits together with un-

derlying tax planning strategies. As of December 31, 2013, corporation tax losses available for

carryforward amounted to € 374 million (2012: € 395 million including the effect of the tax field

audit for the assessment periods 2004 to 2009 completed in 2013), and municipal trade tax losses

available for carryforward amounted to € 368 million (2012: € 389 million including the effect of

the tax field audit for the assessment periods 2004 to 2009 completed in 2013). As of December

31, 2013, deferred tax assets totaling K€ 14,541 (2012: K€ 10,539) and deferred tax liabilities to-

taling K€ 3,912 (2012: K€ 5,306) were recognized. Further details are provided in Note 41.

Pension and other post-employment benefits • The expense for defined benefit pension plans

and other post-employment medical benefits is determined on the basis of actuarial valuations,

which require the use of assumptions for discount rates, future salary increases, mortality rates

and future pension increases. Due to the long-term nature of these plans, such estimates are sub-

ject to signifi cant uncertainty. Actuarial gains and losses are recognized directly in equity (through

OCI) and reported in other provisions. As of December 31, 2013, provisions for pensions and simi-

lar obligations amounted to K€ 6,765 (2012: K€ 6,905). Further details are provided in Note 29.

Share-based remuneration • QSC measures the expense recognized for share-based remunera-

tion in cases where equity instruments are used to remunerate work performed using an appro-

priate option price model. The amount of the expense is calculated using assumptions relating to

the risk-free interest rate relevant for the duration of the share options, the expected dividend to

be paid and the shares’ expected market price volatility. Due to the long-term nature of these re-

muneration agreements, such estimates are subject to signifi cant uncertainty. Further details are

provided in Note 39.

Trade receivables • QSC presents trade receivables in the balance sheet net of allowances. Allow-

ances for doubtful debts are measured on the basis of regular reviews and assessments, which

are performed in conjunction with credit monitoring. The assumptions applied to reflect future

payment behavior and customer creditworthiness are subject to significant uncertainties. As of

December 31, 2013, trade receivables totaled K€ 57,762 (2012: K€ 68,339). Further details are

provided in Note 18.

Provisions • A provision is recognized when the consolidated group has a legal or constructive

obligation as a result of a past event, when it is likely that an outflow of resources embodying

economic benefi ts will be required to settle such an obligation, and when the amount of the obli-

gation can be reliably estimated. Such estimates are subject to signifi cant uncertainties. As of De-

cember 31, 2013, provisions totaling K€ 6,093 (2012: K€ 10,813) were recognized in the balance

sheet. Fur ther details are provided in Note 31.

Leases • QSC determines whether an agreement represents a lease or lease arrangement on the

basis of the economic content of the agreement at the inception of the lease. Discretion is used

in determining whether an agreement grants rights to usage of an asset and the extent to which

fulfillment of the contractual agreement depends on usage of one or more specific assets. As of

December 31, 2013, lease liabilities totaled K€ 14,365 (2012: K€ 11,347).

Construction contracts • Receivables arising on construction contracts are accounted for using

the percentage of completion (PoC) method in accordance with IAS 11 if there is a customer-spe-

cifi c order. Revenue and expenses are recognized by reference to the stage of completion of con-

tract activity, which, in turn, is based upon estimated total cost. As of December 31, 2013, accounts

receiv able under construction contracts totaled K€ 509 (2012: K€ 1,571).

4 Significant accounting policies

Revenue and expense recognition • QSC recognizes revenue to the extent that it is probable that

the economic benefits will flow to the consolidated group, and when revenue can be reliably

measured. Revenue is measured at the fair value of the consideration received, less settlement

discount, rebates, and other sales taxes or duties. The following specifi c recognition criteria must

also be met before revenue is recognized:

− Revenue from services is recognized when the services have been provided. QSC recognizes

revenue for services that have not been provided completely or throughout the entire repor-

ting period on a time-apportioned basis up to the end of the reporting period by reference to

the stage of completion.

− QSC defers non-recurring income from the installation of customer lines on a time-apportioned

ba sis over an average contractual period of 24 months.

− Government grants are recognized as other operating income over the periods in which QSC

re cognizes as expenses the related costs for which the grants are intended to compensate.

− Construction contracts are accounted for under the percentage of completion (PoC) method.

Re ference is made to the comments contained under “Construction contracts.”

− QSC recognizes interest income using the effective interest method (i.e. using the rate that

exac t -ly discounts estimated future cash receipts through the expected life of the financial in-

strument to the net carrying amount of the fi nancial asset). Interest unwound on fi nance lease

receivables from multi-component contracts is also presented as interest income.

− Multi-component contracts consist of a service portion and a hardware lease, for which the fair

values of the two components are separable and can be determined reliably. Applying the re-

quirements of IFRIC 4 to hardware leases means that the consolidated group‘s IT Outsourcing



unit functions as lessor in certain multi-component contracts. The lease agreements relate to

identifiable as sets usable exclusively by the customer. Revenue for services performed under

the service con tract is distributed pro rata over the contractual period. Revenue from contracts

classified as finance leases is recognized at the start of the contract, and the interest portion

is recognized on a monthly basis. In these cases, amounts owed by customers (lessees) under

a finance lease are recorded as discounted receivables. Revenue from contracts classified as

operating leases is recognized on a monthly basis over the contractual period. Total contract

income is attributed to the respective components, applying the relative fair value method.

- Operating expenses are recognized when the performance has been utilized or at the time they

are incurred.

Foreign currency translation • QSC presents the consolidated financial statements in euros.

Trans actions in currencies other than the euro are initially recorded using the spot exchange

rate prevailing on the transaction date. Differences arising from changes in the exchange rate

between the transaction date, on the one hand, and the settlement date or balance sheet date,

on the other, are recognized by QSC in profi t or loss. The functional currency for all consolidated

group companies is the euro.

Property, plant and equipment • QSC reports property, plant and equipment in the balance sheet

at acquisition or construction cost less accumulated depreciation and impairment losses. Re-

placement part costs for property, plant and equipment are added to the carrying amount of the

asset in question at the time of replacement. Costs incurred after the commissioning of plants or

first use of equipment are also capitalized if their incurrence enhances or significantly expands

the asset in question; otherwise, the expense is recognized in profit and loss. The estimated

use ful lives of the assets are used as a basis for the application of straight-line depreciation.

Property, plant and equipment are depreciated straight-line over the estimated useful lives shown

in the table below:

Borrowing costs • Borrowing costs are recognized as an expense in the period in which they are

incurred.

Useful life in years

20 to 50

2 to 25

4 to 20

2 to 10

3 to 13

Property, plant and equipment

Buildings

Networks and technical equipment

Leasehold improvements on third party land

Network components

Other operational and offi ce equipment

Business combinations and goodwill • QSC accounts for business combinations using the ac-

quisition method, in accordance with which all identifiable assets and liabilities, as well as con-

tingent liabilities of the acquired business, are recognized at their fair value. Goodwill arising in

a business combination is initially measured at cost, being the excess of the cost of the business

combination over the Company‘s interest in the net fair value of identifi able assets, liabilities and

contingent liabilities.

Subsequent to initial recognition, QSC measures goodwill at cost, less any accumulated impair-

ment losses. QSC tests goodwill for impairment annually, and at other times when there are in-

dications of a potential impairment in the carrying amount.

Other intangible assets • Intangible assets are measured on initial recognition at cost. The cost

of intangible assets acquired in a business combination corresponds to their fair value as of the

date of acquisition. Internally generated intangible assets are capitalized if the recognition cri-

teria stipulated in IAS 38 are met. Costs not required to be recognized as assets are recognized

in profit or loss in the period in which they arise. An assessment is made initially as to whether

the useful lives of intangible assets are finite or indefinite. Intangible assets with finite lives are

amortized over their useful economic life and tested for impairment whenever there is an indi-

cation that the intangible asset may be impaired. A review of the amortization period and the amor-

tization method for such assets with a fi nite useful life is performed, at a minimum, at the end of

each financial year.

Intangible assets with indefinite useful lives are not amortized, but are tested for impairment at

least once a year.

QSC’s other intangible assets primarily include software, licenses and similar rights as well as

non-recurring provisioning costs for activating customer connections. Moreover, brands and cus-

tomer bases have been recognized as assets in conjunction with initial consolidations.

Licenses are amortized over a period of 5 to 10 years and software over a period of 3 to 5 years.

Non-recurring provisioning costs for activating customer connections are amortized over an ave-

rage contractual period of 24 months. Internally generated intangible assets (development costs)

are amortized after completion of the development phase over a period of 3 to 5 years.

The useful lives of the intangible assets identifi ed in conjunction with the initial consolidations of

IP Partner and INFO AG in fi scal 2011 are 10 to 20 years for customer bases, 1.5 to 3 years for elec-

tricity contracts, and 3 to 4 years for software. Brand names recognized as assets were fully writ-

ten off during the reporting period, since they are no longer used following the merger of the re-

lated entities with QSC AG.

Investments and fi nancial assets • QCS classifi es fi nancial assets falling within the scope of IAS 39

as either fi nancial assets at fair value through profi t or loss, held-to-maturity investments, loans

and receivables, or available-for-sale fi nancial assets, as appropriate. QSC determines the clas-

sifi cation of its fi nancial assets on initial recognition and tests this designation at the end of each

reporting period. Items are reclassified where allowed and appropriate.



On initial recognition, QSC measures financial assets at fair value. QSC accounts for all regular

way purchases and sales of financial assets on the basis of the trade date, which is the date that

the consolidated group committed itself to purchasing or selling the asset. Regular way pur-

chases or sales are purchases or sales of financial assets that require delivery of assets within

the period generally established by regulation or convention in the marketplace.

Loans and receivables are non-derivative financial assets with fixed or determinable payments

that are not quoted in an active market. Subsequent to initial recognition, loans and receivables

are measured at amortized cost, where applicable using the effective interest method and after

deduction of impairment losses. Gains and losses are recognized in profi t or loss when the receiv-

ables are derecognized or impaired, as well as through the amortization process.

Payment due notices are sent out immediately when receivables become overdue. Uncollected re-

ceivables outstanding for more than six months are reviewed for default risk. When receivables

are overdue by 60 – 90 days, this is deemed to represent objective evidence that impairment tes-

ting is called for in accordance with IAS 39.58. Impairments are only made if other objective evi-

dence of impairment in accordance with IAS 39.59 is identified which indicates that receivables

are uncollectible or that an impairment loss has been incurred.

Available-for-sale financial assets are those non-derivative financial assets that are designated

as available-for-sale or are not classified in any of the three preceding categories. Subsequent

to initial recognition, QSC measures these at fair value, with unrealized gains and losses recog-

nized in OCI, and therefore directly through equity in other reserves. When the investment is de-

recognized, the cumulative gain or loss previously recorded in equity is reclassifi ed to profi t or loss.

Other assets in the form of reinsurance claims on life insurance policies, which are not classi-

fi ed as plan assets within the meaning of IAS 19, are measured on the basis of the actuarial cove-

rage reserves determined by the relevant insurance company. All other assets are stated at their

nominal value and are presented in the balance sheet as “Long-term assets” and “Short-term

assets,” based on their due dates.

Construction contracts • Receivables arising on construction contracts are accounted for using

the percentage of completion (PoC) method in accordance with IAS 11 if there is a customer-spe-

cifi c order. Profi t is recognized by reference to the stage of completion of the contract when total

contract costs and contract revenue of the relevant contract can be measured reliably in accor-

dance with the requirements of IAS 11. The stage of completion of a contract is determined using

the cost-to-cost method (IAS 11.30a). When the above requirements are met, total contract re-

venue is recognized by reference to the stage of completion of the contract. Contract costs com-

prise costs relating directly to the contract as well as indirectly attributable production overheads.

When it is probable that total contract costs will exceed total contract revenue, the expected loss

is recognized immediately as an expense. Advance payments from customers are offset against

construction contract trade receivables.

Inventories • QSC values inventories initially at their average acquisition cost. At the end of the

reporting period, goods for resale are stated at the lower of cost and net realizable value.

Cash and short-term deposits • Cash and short-term deposits reported in the balance sheet and

statement of cash flows comprise cash at banks, cash on hand and short-term deposits with an

original maturity of three months or less.

Provisions • A provision is recognized when the consolidated group has a legal or constructive

obligation as a result of a past event, when it is likely that an outflow of resources embodying

eco nomic benefi ts will be required to settle such an obligation, and when the obligation’s amount

can be reliably estimated. Where QSC expects some or all of a recognized provision to be reim-

bursed, the reim bursement is recognized as a separate asset if the reimbursement is virtually

certain. The expense for allocations to the provision is recognized in the income statement net

of any reimbursement.

Pensions • As stipulated in IAS 19, the valuation of provisions for pensions is based on the bene-

fit entitlement procedure for defined benefit pension plans and is determined on the basis of an

actuarial expertise. The obligation for defined benefit plans is determined separately for each

plan using the projected unit credit method. Actuarial gains and losses are recognized directly

in equity (through OCI) and reported in other provisions. The assumptions used by the Company

to mea sure actuarial obligations are described in Note 29.

Stock option programs • QSC’s employees may receive share-based remuneration in the form

of equity instruments in return for work performed. QSC measures the expense of issuing such

equity instruments on the basis of the fair value of the equity instrument at the grant or provision

date (based on the stock option programs resolved or modified after November 7, 2002), respec-

tively, using an appropriate option price model. Further details are provided in Note 39. The ex-

pense recognized for granting equity instruments (as well as the corresponding increase in equity)

is spread over the vesting period of the options.

QSC does not recognize any expense for remuneration entitlements which cannot be exercised.

If the terms and conditions of a share-based remuneration agreement are modified, QSC recog-

nizes as a minimum the level of expense that would have arisen if the terms and conditions had

not been modified. If a share-based remuneration agreement is cancelled, QSC accounts for the

remuneration agreement as if it had been exercised on the cancellation date and recognizes the

previously unrecognized expense immediately.

Leases • QSC determines whether an arrangement is or contains a lease on the basis of the sub-

stance of the arrangement at inception date. This requires judgment as to whether the ful fill-

ment of the arrangement is dependent on the use of a specific asset, or assets, or the arrange-

ment conveys a right to use the asset.

− Finance leases – QSC as lessee • In accordance with IAS 17, items attributable to QSC as their

eco nomic owner are recognized as assets and depreciated over their useful lives, or over the

lease term if shorter. The obligation arising from the leasing arrangements is recognized as a

liability and reduced over the lease period by the capital portion of the lease payments. Con-

tracts classifi ed as fi nance leases relate primarily to arrangements for computing hardware and


107

data center technology. Leased assets are measured at their fair value or, if lower, at the pre-

sent value of the minimum lease payments during the non-cancellable period of the lease. In

the case of rent-to-own and financing arrangements, the payments are divided into their con-

stituent elements of financing expense and capital repayment using the effective interest rate

method, such that the remaining carrying amount of the lease obligation is subject to a cons-

tant interest rate. Financing expenses are recognized immediately as a charge against income.

QSC’s fi nancing arrangements predominantly consist of rent-to-own arrangements with terms

of between 2 to 3 years.

− Operating leases – QSC as lessee • QSC classifies lease arrangements which do not transfer

substantially all the risks and rewards incidental to ownership from QSC to the lessee as ope-

rating leases. Operating lease payments are recognized as an expense in the income statement

on a straight line basis over the lease term.

− The consolidated group as lessor • Based on the requirements of IFRIC 4, the consolidated

group is the lessor in certain multi-component contracts. In such cases, amounts owed by the

lessee under finance leases are recognized as discounted receivables in the amount of the

net investment value from consolidated group leases and reported under “Trade receivables.”

For multi-component contracts, the overall con tract with the customer is divided into a service

contract for services to be rendered and a sale transaction for the leased hardware. Service

revenue is recognized pro rata over the contractual period. In the case of finance leases, re-

venue from the sale transaction is recognized in full in the year in which the contract is con-

cluded. Operating lease income is recognized as income through profit and loss on a straight

line basis over the lease term.

Financial liabilities • QSC measures all interest-bearing loans on initial recognition at fair value,

less directly attributable transaction costs. Subsequent to initial recognition, interest-bearing lo-

ans and borrowings are measured at amortized cost using the effective interest method. Gains

and losses are recognized in the income statement when the liabilities are derecognized as well

as through the amortization process.

Deferred income • QSC defers non-recurring income from installation of customer lines over an

ave rage contractual period of 24 months.

In January 2011, Communication Services TELE2 GmbH (“TELE2”) paid a total of € 66.2 million

at the time it ceased to be a co-shareholder of Plusnet. Due to QSC‘s continued contractual per-

formance obligation to TELE2, this amount was recorded as deferred income and recognized as

income on a time-apportioned basis over the period from November 1, 2010, to December 31,

2013. It is presented under short-term/long-term deferred income on the liabilities side of the

balance sheet.

Financial Report Notes to the Consolidated Financial Statements


Taxes • QSC recognizes current income tax assets and liabilities for the current and for prior

periods at the amount expected to be recovered from or paid to the taxation authorities. To com-

pute the amount, QSC uses the tax rates and tax laws that are expected to apply for the relevant

corresponding assessment period. Current income tax relating to items recognized directly in

equity is also recognized in equity.

Deferred taxes are recognized using the liability method on temporary differences at the balance

sheet date between the tax bases of assets and liabilities and their carrying amounts for finan-

cial reporting purposes. QSC recognizes deferred income tax liabilities for all taxable temporary

differences, except

− where the deferred tax liability arises from the initial recognition of goodwill or of an asset or

liability in a transaction that is not a business combination and, at the time of the transaction,

affects neither the accounting profit nor taxable profit or loss; and

− in respect of taxable temporary differences associated with investments in subsidiaries, as-

sociates and interests in joint ventures, where the timing of the reversal of the temporary dif-

ferences can be controlled and it is probable that the temporary differences will not reverse in

the foreseeable future.

QSC recognizes deferred tax assets for all deductible temporary differences, unused tax losses

available for carryforward and unused tax credits to the extent that it is probable that taxable

profit will be available against which the deductible temporary differences, tax losses and tax

credits can be utilized except

− where the deferred tax asset relating to the deductible temporary difference arises from the

initial recognition of an asset or liability in a transaction that is not a business combination and,

at the time of the transaction, affects neither the reported result for the period nor taxable pro-

fit or loss; and

− in respect of deductible temporary differences associated with investments in subsidiaries, as-

sociates and interests in joint ventures, if it is probable that the temporary differences will not

reverse in the foreseeable future and insufficient taxable profit will be available against which

the temporary differences can be utilized.

The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced

to the extent that it is no longer probable that sufficient taxable profit will be available to allow

all or part of the deferred income tax asset to be utilized. Previously unrecognized deferred tax

assets are also reassessed at each balance sheet date and are recognized to the extent that it has

become probable that future taxable income will allow the deferred tax asset to be recovered.

QSC measures deferred tax assets and liabilities at the tax rates that are expected to apply to

the year when the asset is realized or the liability is settled, based on tax rates and tax laws that

have been enacted or substantively enacted as of the balance sheet date. Future changes in tax

rates are required to be taken into account if enacted or substantively enacted by the end of the

reporting period.

109

Deferred taxes in connection with items recorded directly in equity as other income are likewise

recorded directly in equity (through OCI) and not in profit or loss.

Deferred tax assets and deferred tax liabilities are offset if a legally enforceable right exists to

set off current tax assets against current tax liabilities and the deferred tax assets and deferred

tax liabilities relate to the same taxable entity and the same taxation authority.

Revenue, expenses and assets are recognized net of the amount of sales tax except

− where QSC is unable to recover the sales tax incurred on a purchase of assets or services

from the taxation authority, in which case the sales tax is recognized as part of the cost of ac-

quisition of the asset or as part of the expense item as applicable; and

− receivables and payables (with the exception of provisions) that are stated with the amount of

sales tax included.

QSC includes the net amount of sales tax recoverable from or payable to the taxation authority in

the balance sheet under “Other short-term assets” or “Other short-term liabilities,” respectively.

5 Changes in accounting policies

QSC AG has observed the following amendments in financial reporting pronouncements, whose

application was mandatory for the first time in fiscal 2013. Changes which are materially rele-

vant for the consolidated financial statements of QSC AG are presented in the following section.

None of the amendments described below had a major impact on the consolidated fi nancial state-

ments of QSC AG.

Amendments to IAS 1 – Presentation of Items in Other Comprehensive Income • This amend-

ment changes the presentation of other comprehensive income (OCI) in the statement of total com-

prehensive income. Items reported in OCI which will subsequently be reclassified to the income

statement (“recycling”) are now reported separately from those that will never be recycled. If items

are presented gross (i.e. without offset of the deferred tax impact), deferred taxes are also allo-

cated to the two groups of items (and not shown as a single amount).

QSC adopted the new presentation requirements and adjusted comparative figures accordingly.

IAS 19 – Employee Benefits (revised 2011) • The most significant change resulting from the re-

vision of IAS 19 (revised 2011) was the accounting treatment of pension obligations for defined

benefit plans:

Previously, entities had an option as to how they reported actuarial gains and losses in the fi-

nancial statements. These could be recognized (a) through profit and loss, (b) through OCI or (c)

using the so-called “corridor method.” The new version of IAS 19 removed this choice and repla-

ced it with a more transparent and comparable treatment, such that all amounts must now be

recognized through OCI. Past service costs are now recognized in profit or loss in the period in

which they arise.


Previously, the expected return on plan assets was required to be determined at the beginning

of the accounting period on the basis of management‘s expectations with regard to the future

changes in value of plan assets. Following the application of IAS 19 (revised 2011), the return on

plan assets must now be determined at the beginning of the period using the same interest rate

that is applied to discount pension obligations.

In addition to the changes in accounting policy due to revised IAS 19, disclosure requirements have

also changed, including the requirement to provide information based on sensitivity analyses.

Since actuarial gains and losses were already recognized at QSC in full through OCI in the year

in which they arose, application of the amendments to IAS 19 has not had any significant impact.

The amended defi nition of termination benefi ts affects the accounting treatment of top-up amounts

due in conjunction with part-time early retirement working arrangements. In the past, the top-

up amounts were classifi ed as termination benefi ts and a provision recognized for the full amount

as of the date of the contract. As a result of the change in definition of termination benefits, top-

up amounts no longer meet the criteria for termination benefi ts contained in IAS 19 (revised 2011).

The top-up amounts are now deemed to represent other long-term employee benefits, which

are required to be recognized in installments over the relevant period of employment.

As a result of the new defi nition of termination benefi ts, the top-up amounts relating to part-time

early retirement working arrangements are now treated as long-term employee benefi ts. Retro-

active application of the change did not have any impact, since employees currently in part-time

early retirement working arrangements had already started the non-working phase before De-

cember 31, 2012.

IFRS 13 – Fair Value Measurement • This Standard stipulates uniform requirements with res-

pect to fair value measurement in IFRS fi nancial statements. All fair value measurements requi-

red by other Standards must now be carried out in accordance with the uniform rules contained

in IFRS 13; the only Standards for which specific rules apply are IAS 17 and IFRS 2. The Stan-

dard also replaces and supplements disclosures about fair value measurement in other IFRSs.

Fair value is defi ned in IFRS 13 as an exit price, i.e. the price that would be received to sell an asset

or paid to transfer a liability. Similar to the existing fair value measurement of financial assets,

the Standard introduces a three-level hierarchy system based on the dependence of measure-

ment on observable market prices.

In accordance with the transition requirements of IFRS 13, the consolidated group has applied

the new rules for fair value measurement prospectively and has not disclosed comparative fi gures

for the previous year. Regardless of this, the amendment has not had any signifi cant impact on the

measurement of assets and liabilities within the consolidated group.

Improvements to IFRS 2009 – 2011 • Five Standards were amended in conjunction with the IFRS

Annual Improvement Project. The amendments related, in part, to the clarification of existing

rules through the improved wording of individual IFRSs. Some amendments also had the effect

of changing rules relating to the recognition and measurement of items as well as to disclosu-

res in the notes to the financial statements. The Standards affected are IAS 1, IAS 16, IAS 32, IAS

34 and IFRS 1.

These amendments do not have any signifi cant impact on the consolidated fi nancial statements.


111

Amendments to IFRS 7 – Offsetting of Financial Assets and Financial Liabilities • These amend-

ments to IFRS 7 expand the disclosure requirements for the offsetting of financial assets and fi-

nancial liabilities. The amendments did not have any impact on the consolidated financial state-

ments for the year ended December 31, 2013.

Recently published financial reporting pronouncements – not yet applied by QSC • The follow-

ing new or amended Standards and Interpretations, a brief summary of which is provided below,

do not become mandatory until subsequent fiscal years. QSC AG does not intend to apply any of

the amendments early. Unless stated otherwise, the impact on the consolidated financial state-

ments of QSC AG is still being investigated.

In addition to the new Standards and Interpretations discussed below, which could have a signi-

ficant impact on the consolidated financial statements, a host of other Standards and Interpre-

tations have been issued, which are not, however, expected to have any significant impact on the

consolidated financial statements.


Endorsement on Dec. 31, 2013

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

No

No

No

No

No

No

No

Standard

IFRS 10 – Consolidated Financial Statements

IFRS 11 – Joint Arrangements

IFRS 12 – Disclosure of Interests in Other Entities

Amendments to IFRS 10, IFRS 11 and IFRS 12 – Transition rules

Amendments to IFRS 10, IFRS 11, IFRS 12 und IAS 27 – Investment entities

Amendments to IAS 27 – Separate Financial Statements

Amendments to IAS 28 – Investments in Associates and Joint Ventures

Amendments to IAS 32 – Offsetting of Financial Assets and Financial Liabilities

Amendments to IAS 36 – Recoverable Amount Disclosures for Non-Financial Assets

Amendments to IAS 39 – Novation of Derivatives and Continuation

of Hedge Accounting

IFRS 9 (2009/2010) – Financial Instruments

IFRS 9 (2013) – Hedge Accounting and Amendments to IFRS 9, IFRS 7 and IAS 39

Amendments to IFRS 9 and IFRS 7 – Mandatory Application Date

and Transition Disclosure

Amendments to IAS 19 – Defi ned Benefi t Plans: Employee Contributions

IFRIC 21 – Levies

Improvements to IFRS 2010 – 2012 – Amendments to IFRS 2, IFRS 3, IFRS 8,

IFRS 13, IAS 16, IAS 24 and IAS 38

Improvements to IFRS 2011 – 2013 – Amendments to IFRS 1, IFRS 3,

IFRS 13 and IAS 40

IFRS 10 – Consolidated Financial Statements • This Standard sets out a new and comprehensive

defi nition of control. If one entity controls another entity, the parent company must consolidate the

subsidiary company. Under the new concept, an entity controls another entity if it has the ability

to direct its activities on the basis of voting or other rights, if it participates in positive and nega-

tive variable returns from the controlled entity and if it has ability to infl uence the amount of returns.

The new Standard is mandatory for annual periods beginning on or after January 1, 2014, and –

with specified exceptions – is required to be applied retroactively.

The amendments to IFRS 10 do not have any impact on the consolidated financial statements of

QSC AG.

IFRS 11 – Joint Arrangements • IFRS 11 specifies new accounting requirements for joint ar-

range ments. Under the new concept, it must be decided whether the joint arrangement is a joint

operation or a joint venture. Joint operations exist when the parties that have joint control of the

arrange ment have direct rights to the assets, and obligations for the liabilities, relating to the

ar rangement. Each entity accounts for its own share of the individual assets and liabilities. In the

case of a joint venture, the parties have rights to the net assets of the arrangement. These rights

are accounted for in the consolidated financial statements using the equity method; it is no lon-

ger permissible to account for such an arrangement proportionately.

The new Standard is mandatory for annual periods beginning on or after January 1, 2014. Spe-

cifi c transitional provisions apply, e.g. transition from the proportionate consolidation method to

the equity method.

The amendments to IFRS 11 do have any impact on the consolidated fi nancial statements of QSC AG.

IFRS 12 – Disclosure of Interests in Other Entities • This Standard sets out disclosure require-

ments for interests in other entities. The necessary disclosures are considerably more extensive

than those required by IAS 27, IAS 28 and IAS 31.

The new Standard is mandatory for annual periods beginning on or after January 1, 2014.

Amendments to IFRS 10, IFRS 11 and IFRS 12 – Transition rules • The amendments contain a

clarifi cation and additional exemptions relevant for the transition to IFRS 10, IFRS 11 and IFRS 12.

Adjusted comparative information, for instance, is only required to be presented for the preceding

comparative period. In addition, there is no longer a requirement to disclose comparative infor-

ma tion for periods prior to initial application of IFRS 12 for non-consolidated structured entities.

The Amendments to IFRS 10, IFRS 11 and IFRS 12 are mandatory for annual periods beginning

on or after January 1, 2014.

Amendments to IAS 27 – Separate Financial Statements • In conjunction with the approval of

IFRS 10 Consolidated Financial Statements, the rules relating to the control principle and the

requirements for drawing up consolidated financial statements have been taken out of IAS 27

and are now dealt with in IFRS 10 (see comments on IFRS 10). The overall effect is that IAS 27


113

now only contains requirements for accounting for subsidiaries, joint ventures and associated

companies in separate IFRS financial statements.

The Amendments are mandatory for annual periods beginning on or after January 1, 2014.

Amendments to IAS 32 – Offsetting of Financial Assets and Financial Liabilities • The amend-

ments to IAS 32 clarify the criteria for offsetting financial instruments. Under the new rules, the

significance of enforceable rights of offset is explained and the situations in which items should

be reported on a gross or net basis are clarified.


Amendments to IAS 36 – Recoverable Amount Disclosures for Non-Financial Assets • A follow-

up Amendment to IFRS 13 Fair Value Measurement introduced a new mandatory disclosure re-

quirement for the goodwill impairment test pursuant to IAS 36, namely that the recoverable

amount of the cash-generating units had to be disclosed, irrespective of whether an impairment

loss is recognized or not. Since this disclosure requirement was added unintentionally, it was

removed by the May 2013 Amendment. The new Amendment does, however, give rise to additional

disclosures if an impairment loss is actually recognized and the recoverable amount was deter-

mined on the basis of a fair value.


IFRS 9 – Financial Instruments • The recognition and measurement requirements for financial

instruments previously contained in IAS 39 will be superseded by IFRS 9. Financial assets must

in the future be allocated into one of two measurement categories: amortized cost or fair value.

The category “fi nancial assets measured at amortized cost” comprises all fi nancial assets which

give rights to receive interest and repayment on pre-defined dates and which are held as part of

a business model, the objective of which is to hold assets. All other financial assets must be al-

located to the fair value measurement category. Under certain circumstances, an entity can elect

– as previously – to apply the fair value option to measure items allocated to the first measure-

ment category.

Changes in the value of financial assets allocated to the fair value measurement category must

be recognized as a general rule through profi t or loss. An entity can, however, also elect to recog-

nize changes in the fair value of certain equity instruments through OCI; dividend entitlements

attached to these assets must, however, be recognized through profit or loss.

The requirements for financial liabilities generally correspond to those contained in IAS 39. The

most significant difference relates to the recognition of fair value gains and losses on financial

liabilities. In the future, these have to be divided into the portion that relates to the entity’s own

credit risk (to be recognized through OCI) and the remainder, which is required to be recognized

through profit or loss.

The date of initial mandatory application of IFRS 9 has not yet been decided, but is not expected

to be before January 1, 2017.


IFRS 9 – Hedge Accounting and Amendments to IFRS 9, IFRS 7 and IAS 39 • The objective of the

new hedge accounting model pursuant to IFRS 9 is to align accounting more closely with an entity’s

risk management activities. Cash fl ow hedge accounting, fair value hedge accounting and the hedge

of an investment in a foreign operation continue to apply as permitted hedging relationships.

A greater range of types of qualifying items – for both the hedged-item and the hedging-instru-

ment sides – will be permitted. In particular, groups of hedged items are permitted, as long as they

qualify individually for designation. Net positions and net zero positions can also be designated.

As a general rule, any fi nancial instrument which is suitable for measurement at fair value can be

designated as a hedging instrument. The exception to this are liabilities for which the fair value

option (FVO) has been exercised and equity instruments accounted for at fair value through OCI

(FVOCI option) in accordance with the requirements stipulated for the first phase of IFRS 9.

IFRS 9 no longer requires the ranges of 80 percent to 125 percent to be applied for the purposes

of measuring effectiveness previously required by IAS 39, with the consequence that a retros-

pective effectiveness test is no longer required. The prospective effectiveness test as well as the

recognition of any ineffectiveness must still be complied with.

It is only possible to end a hedging relationship if specified criteria are met; in other words de-

signated hedging relationships must be continued unless there is a change in risk management

objectives.

Expanded disclosures are required with respect to an entity‘s risk management strategy, the

impact of risk management on future cash flows and the impact of hedge accounting on the fi-

nan cial statements.

It will also permit entities to account for the effects of changes in their own credit risk on finan-

cial liabilities, for which the FVO is applied in the future in OCI (and therefore directly through

equity). This treatment will be possible in isolation, i.e. without having to apply all the other re-

quirements stipulated in IFRS 9.

The initial application of the new requirements for hedge accounting is based on the require ments

for the initial application of IFRS 9. Hedging relationships need not be terminated as a result of

the transition from IAS 39 to IFRS 9, if the relevant criteria and qualitative characteristics continue

to be fulfilled. An entity can also elect to continue to apply existing requirements contained in

IAS 39 when it adopts IFRS 9.

Amendments to IFRS 9 and IFRS 7 – Mandatory Application Date and Transition Disclosure •

The amendments allow entities to not present adjusted prior year figures on the initial applica-

tion of IFRS 9. Originally, this exemption was only to be permitted in the event of early application

of IFRS 9 before January 1, 2012.

The exemption entails additional disclosures in the notes in accordance with IFRS 7 as of the date

of transition.

Similarly to the requirements in IFRS 9, the date of initial mandatory application of these Amend-

ments has not yet been decided, but is not expected to be before January 1, 2017.


115

IFRIC 21 – Levies • IFRIC 21 is an Interpretation of IAS 37 Provisions, Contingent Liabilities and

Contingent Assets. The principal issue covered is when a present obligation arises for levies im-

posed by governments and when a provision/payable should be recognized. A number of items

are excluded from the scope of the Interpretation, in particular fines and other penalties, levies

re lating to government contracts or outflows of resources that are within the scope of other

IFRSs, such as IAS 12 Income Taxes. IFRIC 21 requires that a liability be recognized if the so-

called “obligating event” – based on the wording of the underlying legislation – has occurred. The

specific wording used can therefore be highly relevant for the accounting treatment.

The Amendments – subject to EU endorsement – are mandatory for the first time for annual pe-

riods beginning on or after January 1, 2014.

Improvements to IFRS 2010 – 2012 • Seven Standards were amended in conjunction with the

IFRS Annual Improvement Project. The Amendments relate, in part, to the clarification of exis-

ting rules through the improved wording of individual IFRSs. Some amendments also have the

effect of changing disclosure requirements. The Standards affected are IFRS 2, IFRS 3, IFRS 8,

IFRS 13, IAS 16, IAS 24 and IAS 38.


riods beginning on or after July 1, 2014, or, in the case of the Amendment to IFRS 2 to share-based

remuneration awarded on or after July 1, 2014.

Improvements to IFRS 2011 – 2013 • Four Standards were amended in conjunction with the IFRS

Annual Improvement Project. The amendments relate, in part, to the clarifi cation of existing rules

through the improved wording of individual IFRSs. The Standards affected are IFRS 1, IFRS 3,

IFRS 13 and IAS 40.


riods beginning on or after July 1, 2014.



INCOME STATEMENT DISCLOSURES

6 Net revenues

Revenues are generated with resellers as well as with end-user customers. The resellers offer

QSC’s products and services to consumers under their own name and on their own account; in

doing so, they serve as the interface to the consumer, thus also assuming the risk of bad debts.

QSC defers non-recurring income from the installation of customer lines on a time-apportioned

basis over an average contractual period of 24 months.

Revenues from construction contracts totaled K€ 5,599 for the year under review (2012: K€ 4,246),

and losses on construction contracts amounted to K€ 116 (2012: K€ 0). Hardware leasing reve-

nues from new multi-component contracts totaled K€ 2,929 in 2013 (2012: K€ 6,570).

7 Cost of revenues

Cost of revenues include the cost of materials, the cost of building, operating and maintaining the

network and the data centers, personnel expenses and non-cash share-based remuneration un-

der stock option programs for employees working in technology operations. It also includes de-

preciation and amortization on hardware and software utilized in technology operations. Moreover,

this item includes personnel expenses from the Outsourcing and Consulting lines of business.

Non-recurring provisioning costs for activating customer connections are capitalized and depre-

ciated over the average contractual period of 24 months. In fi scal 2013, research expenses totaling

K€ 1,879 were incurred (2012: K€ 500); development expenses totaling K€ 4,635 (2012: K€ 1,533)

were capitalized as intangible assets.

in K€

Cost of materials

Building, operation and maintenance of the network

Depreciation and amortization

Personnel expenses


Cost of revenues

2012

225,025

43,538

38,913

51,674

-

359,150

2013

200,324

37,774

41,954

65,366

31

345,449

117Financial Report Notes to the Consolidated Financial Statements

8 Sales and marketing expenses

Sales and marketing expenses include, in particular, advertising expenses and regular commis-

sion payments to dealers and distributors, allowances for bad debt, personnel expenses and non-

cash share-based remuneration related to SOPs for employees in sales and marketing, as well

as depreciation and amortization on hardware and software utilized in sales and marketing ope-

rations. Similarly to the installation costs, the upfront commission payments to dealers and dis-

tributors for each new customer line are capitalized and amortized over the average contractual

period of 24 months.

9 General and administrative expenses

In addition to the personnel expenses and the non-cash share-based remuneration for the mem-

bers of the Management Board and for staff positions, as well as for employees from Finance,

Human Resources, Legal Operations, and IT who work in administration, the general and admi-

nistrative expenses also include costs for the administration buildings, legal and consulting costs,

corporate communications costs (including investor relations), as well as depreciation and amor-

tization on hardware and software utilized in administrative operations.

2012

22,898

15,462

4,318

1,573

2,413

9,474

88

56,226

2013

22,723

13,322

3,891

(174)

2,056

5,867

50

47,735

in K€

Personnel expenses

Commission payments

Other sales and marketing expenses

Allowance for bad debt and fair dealing payments

Advertising expenses



Sales and Marketing expenses

2012

14,307

19,802

4,539

350

38,998

2013

15,710

19,914

3,010

353

38,987

in K€

Other general and administrative expenses

Personnel expenses



General and administrative expenses

QSC Annual Report 2013118 QSC Annual Report 2013

10 Other operating income and expenses

Other operating income includes K€ 1,981 arising from the reversal of provisions for litigation risks.

In the previous year, the “Other operating expenses” line item included an expense of K€ 2,641

in conjunction with the recognition of provisions for litigation risks. Further details are provided

in Note 42. Other operating income in 2013 also includes K€ 593 relating to government grants

received from the German Federal Ministry for Business and Technology and from the EU.

11 Financial result

Interest expense includes expenses of K€ 263 (2012: K€ 305) relating to fi nancing arrangements.

Borrowing costs, which would have had to be attributed to qualifying assets, were not incurred.

Net interest expense from pension provisions amounts to K€ 209.

in K€

Other operating expenses

Losses from disposal of fi xed assets

Other operating expenses

2012

937

-

28

965

in K€

Other operating income

Gains from the reversal of provisions for litigation risks

Gains from disposal of fi xed assets


2012

3,474

29

3,503

2013

1,424

1,981

17

3,422

2013

471

3

474

in K€

Interest income

Financial income

2013

363

363

2012

756

756


12 Earnings per share

For the purpose of calculating undiluted earnings per share, QSC divides profit attributable to

the holders of the Company’s common stock by the weighted average number of shares of com-

mon stock in circulation during the year. The Company computes the weighted average number

of issued shares of common stock approximately as a mean value from the respective number

of common shares at the end of each quarter.

For the purpose of calculating diluted earnings per share, QSC divides profit attributable to the

holders of the Company’s common stock by the sum of the weighted average number of shares

of common stock plus the weighted average number of shares of common stock that would ari-

se if all potential shares of common stock with dilutive effect were converted into shares. As of

December 31, 2013, the number of potential shares of common stock with a dilutive effect was

1,821,577.

During the period between the balance sheet date and the date on which the consolidated finan-

cial statements were issued, no transactions involving existing or potential shares of common

stock have occurred which would have significantly changed the weighted average number of

issued shares as of December 31, 2013.

2012

4,621

4,621

2013

4,192

4,192

in K€

Interest expense

Financial expenses

2013

23,612

123,833,301

0.19

Net profi t attributable to ordinary equity holders of the parent in K€

Weighted average number of issued shares

Earnings per share (basic) in €

2012

18,876

131,756,543

0.14

2013

23,612

125,783,772

0.19

Net profi t attributable to ordinary equity holders of the parent in K€

Weighted average number of issued and convertible shares

Earnings per share (diluted) in €

2012

18,876

133,031,762

0.14


13 Personnel expenses and employees

Wages and salaries include expenses for the termination of employment contracts totaling K€ 1,492

(2012: K€ 905).

During fi scal 2013, the consolidated group employed an average of 1,620 employees (2012: 1,409).

The follow ing table presents the employees’ distribution by main corporate functions:

2012

142

991

247

29

1,409

2013

135

1,188

269

28

1,620

Sales and marketing

Technology Operations, Outsourcing, Consulting

Administration

Board and staff positions

Number of employees by corporate function (average)

in K€

Wages and salaries

Employer‘s social security contributions (pension fund)

Employer‘s social security contributions (other)

Net pension costs


Personnel expenses

2013

92,527

7,615

7,058

803

434

108,437

2012

81,195

6,756

5,795

628

438

94,812


BALANCE SHEET DISCLOSURES

14 Property, plant and equipment

TotalOperationaland offi ce

equipment

Network and technical

equipment

Land andbuildings

in K€

Gross value on January 1, 2012

Additions

Disposals

Reclassifi cations

Gross value on December 31, 2012

Additions

Disposals

Reclassifi cations

Gross value on December 31, 2013

Accumulated depreciation and

amortization on January 1, 2012

Additions

Disposals


amortization on December 31, 2012

Additions

Disposals

Reclassifi cations


amortization on December 31, 2013

Carrying amounts on December 31, 2012

Carrying amounts on December 31, 2013

332,089

21,492

(9,581)

-

344,000

18,951

948

1,719

365,618

225,287

31,395

(8,613)

248,069

32,828

1,632

963

283,492

95,931

82,126

28,877

1,568

-

(838)

29,607

945

-

(594)

29,958

564

1,784

-

2,348

843

-

-

3,192

27,259

26,766

411,581

25,966

(10,145)

-

427,402

22,257

861

(88)

450,432

266,528

35,178

(9,177)

292,529

35,918

1,545

(195)

329,797

134,873

120,635

50,615

2,906

(564)

838

53,795

2,361

(87)

(1,213)

54,856

40,677

1,999

(564)

42,112

2,248

(87)

(1,159)

43,113

11,683

11,743


As of December 31, 2013, the carrying amount of plant and equipment, as well as of operational

and office equipment held under financing arrangements and rent-to-own contracts totaled

K€ 8,606 (2012: K€ 8,504). The carrying amount is made up of K€ 8,205 for technical equipment

and of K€ 401 for operational and office equipment.

Additions during the 2013 fi scal year amounted to K€ 26,734 (2012: K€ 25,966). As of December 31,

2013, the “Network and technical equipment” line itemincluded assets under construction amoun-

ting to K€ 449 (2012: K€ 594), which stem primarily from expanding the data centers.

QSC presents depreciation and amortization in the income statement under “Cost of revenues,”

“Sales and marketing expenses” and “General and administrative expenses,” respectively. There

were no unplanned impairments recorded in fiscal year 2013.

Liens have been granted on real estate as collateral for liabilities under loan agreements (com-

pare Note 28). Moreover, loans payable are secured by a mortgage lien provided to the lending bank

for property, plant and equipment – furnishings and equipment – at the company’s property situ-

ated at Grasweg 62 – 66 in Hamburg.

15 Goodwill

As of December 31, 2013, goodwill remained unchanged from the previous year’s amount of

K€ 76,265. Further details in this regard are more fully described under Note 16.

16 Impairment of goodwill

For the purpose of impairment testing, goodwill acquired in conjunction with business combina-

tions was allocated to the following cash-generating units (CGUs), which were also reportable

segments. Within the framework of the initial consolidation, the allocation was made to the cash

generating units to which the acquired enterprises were associated.

2012

32,706

22,415

21,144

76,265

2013

32,706

22,415

21,144

76,265

in K€

Direct Sales

Indirect Sales

Resellers

Carrying amount of goodwiil


QSC initially determines the recoverable amount of the cash generating units (CGUs) on the ba-

sis of a calculated value in use employing three-year cash flow forecasts for this purpose. This

plan ning is based upon the Management Board’s planning for the Company. The planning is

based upon the Management Board’s expectations with respect to the future development of the

in di vi dual business units and takes into consideration both external market analyses as well as

inter nal assumptions relating to the marketing opportunities for innovative applications in the

ICT market.

In the case of the Direct Sales GCU, QSC anticipates continued sound growth. The Indirect Sales

and Resellers GCUs are expected to be characterized by a continued market- and regulatory-in-

duced contracting development in conventional TC business, on the one hand, and by a positive

de velopment in the ICT sector with innovative applications, on the other. The development in these

GCUs will depend, in particular, upon the marketing of the Company’s own high-margin innova-

tive products and services, where Management expects to see strong growth beginning in 2015.

As in the past fi scal year, a sustainable growth rate of 1.0 percent was assumed for all three GCUs.

The segment-specific weighted average costs of capital (WACC) were determined in discounting

the anticipated future cash flows of the respective cash generating units. The after-tax capitali-

zation interest rate is 11.61 percent (2012: 11.03 percent) for the Direct Sales GCU, 12.53 percent

(2012: 11.84 percent) for Indirect Sales and 14.36 percent (2012: 13.47 percent) for the Resellers

segment. These discount rates refl ect Management’s estimates with respect to Company-speci-

fic risks. In addition to a base rate and a market risk premium, they also include further risk-

uplift factors that refl ect the risk structure of the respective segment as well as that of the IT and

Telecommunications industries. The base rate that represents a risk-free and periodically ade-

quate alternative investment were determined on the basis of the interest rate structure curve

for public-sector bond issues as of December 31, 2013. The higher capitalization interest rates

for the Indirect Sales and Resellers GCUs reflect the fact that the significant rises in revenues

and profitability that had been assumed in connection with the marketing of new products and

services involve significantly greater uncertainties.

The calculation of the CGUs’ value in use requires that estimates be made with respect to both

the development of prices and market share, which must be taken into consideration in plan-

ning gross revenues and gross profit, as well as the capex ratio and discount rate. QSC believes

that the basic assumptions that were applied in determining value in use for the CGUs, in parti-

cular regarding the capital interest rate, appropriately refl ect the risk position. The planning also

assumes that no fundamental capital investments will be necessary that would be required to

improve or increase the profitability of the CGUs.

No need for impairment was determined.

Various scenario analyses were conducted within the scope of the impairment tests. The esti-

mated amounts that could be achieved by the Indirect Sales and Resellers GCUs exceed their

book values by K€ 80,132 and K€ 93,079, respectively. QSC has determined that a potential, yet

unlikely, change in a major assumption could lead to the book value exceeding the achievable


amount. The scenario calculations in connection with free cash fl ow relate to expectations regar-

ding revenue and profitability contributions stemming from innovative products and services.

There would be a need for impairment if during the detailed planning period QSC were to susta-

inably earn less than some 20.0 percent of planned revenues with innovative products and ser-

vices in the Indirect Sales GCU and less than approximately 65.0 percent in the Resellers GCU.

17 Other intangible assets

TotalCustomer Connections

Customer Bases

Brands OtherSoftwareLicensesin K€

Gross value on Jan. 1, 2012

Additions

Disposals

Reclassifi cations

Gross value on Dec. 31, 2012

Additions

Disposals

Reclassifi cations

Gross value on Dec. 31, 2013

Accumulated amortization and

depreciation on Jan. 1, 2012

Additions

Disposals


depreciation on Dec. 31, 2012

Additions

Disposals

Reclassifi cations


depreciation on Dec. 31, 2013

Carrying amounts on Dec. 31, 2012

Carrying amounts on Dec. 31, 2013

1,387

276

-

-

1,663

207

-

-

1,870

983

99

-

1,082

94

-

-

1,176

581

694

194,028

11,982

(297)

-

205,713

17,304

-

88

223,105

137,739

17,746

(297)

155,188

14,913

-

195

170,295

50,525

52,809

114,601

7,374

-

-

121,975

6,137

-

-

128,112

104,207

10,179

-

114,386

6,859

-

-

121,246

7,589

6,866

36,223

-

-

-

36,223

-

-

-

36,223

1,772

2,444

-

4,216

2,366

-

-

6,581

32,007

29,642

2,426

-

-

-

2,426

-

-

-

2,426

349

485

-

834

1,592

-

-

2,426

1,592

-

15,264

100

-

-

15,364

100

-

-

15,464

12,684

1,150

-

13,834

424

-

-

14,258

1,530

1,206

24,127

4,232

(297)

-

28,062

10,860

-

88

39,010

17,744

3,389

(297)

20,836

3,578

-

195

24,609

7,226

14,401


Additions to the intangible assets include internally generated intangible assets (capitalized de-

velopment cost) in the amount of K€ 4,635 (2012: K€ 1,533) for software. The gross value of ca-

pitalized development cost amounted to K€ 7,132 (2012: K€ 2,643). This amount is made up of

K€ 217 for developments which have already been completed, and of K€ 6,915 for developments

which have not yet been completed. The latter amount includes expenses totaling K€ 625, which

were incurred for implementing the new SAP controlling logic. The remaining amount consists of

services rendered for the development of QSC-tengo and Q-loud applications.

Capitalized development cost (internally generated software) has a useful life of four years and

is depreciated on a straight-line basis over this period. Cumulative depreciation totals K€ 54

(2012: K€ 14).

Customer bases consist of undisclosed reserves which were identified in connection with the ini-

tial consolidations of IP Partner AG and INFO AG in fiscal 2011. Brand names recognized as as-

sets in conjunction with initial consolidation 2011 were fully written down in 2013, since they are

no longer used following the merger of the related entities with QSC AG.

QSC presents depreciation and amortization in the income statement under “Cost of revenues,”

“Sales and marketing expenses” and “General and administrative expenses,” respectively. There

were no unplanned impairments recorded in fiscal 2013.

18 Trade receivables

The long-term trade receivables are essentially attributable to the accounting treatment of lea-

sing receivables within the context of multi-component contracts. The receivables presented are

not subject to any major restrictions on ownership or availability. The carrying amounts corres-

pond to the fair values.

Full amortization contacts without a purchase option having an average rental term of from 36

to 48 months are typically entered into. Following the expiration of the base rental period, the

consolidated group has the option of extending the contract or selling the leased items, for which

no purchase option was granted, within the framework of exploitation of the residual value. No

residual values are guaranteed.

2012

4,525

63,814

68,339

2013

5,223

52,539

57,762

in K€

Long-term trade receivables

Short-term trade receivables

Trade receivables


Within the framework of a factoring agreement with Norddeutsche Landesbank Luxembourg S.A.,

which had originally been concluded by INFO AG, QSC regularly sells certain short-term trade

receivables having a total volume of up to € 18.5 million to the bank. The framework agreement

was transferred to QSC as a result of INFO AG‘s merger. The total volume was increased in 2013

from € 11.0 million to € 18.5 million. As of the balance sheet date, accounts receivable having a

nominal total value of € 18.4 million (2012: € 8.0 million) were transferred. The nominal value

cor responds to the attributable fair market value of the transferred receivables. The transferred

receivables have been taken off the books. QSC bears a maximum default risk of K€ 370 with res-

pect to those transferred receivables. As in the previous year, this amount, which is kept on de-

posit as collateral, was not utilized during the year under review.

Short-term trade receivables are non-interest-bearing and generally have an original maturity

of between 30 and 90 days. As of December 31, 2013, trade receivables amounting to K€ 5,342

(2012: K€ 5,622) were impaired. Allowances developed as follows:

Trade receivables include receivables relating to uncompleted contracts for which the percentage-

of-completion (PoC) method pursuant to IAS 11 is applied. The amount reported comprises cu-

mulative contract costs incurred up to the balance sheet date plus a proportion of profit earned

on the relevant contracts based on the cost-to-cost method. Advance payments received for these

contracts are offset against the relevant PoC receivables. Contract revenue recognized in 2013

amounted to K€ 5,599 (2012: K€ 4,246). During the year under review (as in the previous year),

no write-downs were recognized with regard to the valuation of long-term construction contracts.

PoC receivables totaling K€ 509 (2012: K€ 1,571) are reported as trade receivables. The income

statement impact of PoC accounting is explained in Note 6.

2012

4,075

2,866

(1,099)

(220)

5,622

2013

5,622

1,071

(343)

(1,008)

5,342

in K€

Allowance on January 1

Charge for the year

Utilised

Unused amounts reversed

Allowance on December 31


The analysis of trade receivables as of December 31 is as follows:

19 Prepayments

Long-term prepayments amount to K€ 2,226 (2012: K€ 1,976) and essentially contain prepay-

ments under service and maintenance agreements. Short-term prepayments amount to K€ 5,070

(2012: K€ 4,413) and essentially record prepayments for leased lines and technology premises,

as well as for insurance.

20 Inventories

Inventories on December 31, 2013, totaled K€ 1,746 (2012: K€ 1,365) and included goods held for

re sale. End-user equipment is initially included in current assets at the time of purchase, measur-

ed at cost, and subsequently reclassifi ed to fi xed assets when supplied to the end-user custo mer.

21 Other short-term financial assets

Other short-term financial assets total K€ 1,565 (2012: K€ 2,963) and relate primarily to tax re-

ceivables. This item contains guarantees totaling K€ 370, whose availability is limited due to the

factoring of those receivables.

2012

6,690

57,347

9,869

55

-

73,961

2013

4,950

42,934

13,134

176

1,910

63,104

in K€

Gross trade receivables

Impaired

Neither past due nor impaired

Past due but not impaired

< 90 days

91 – 120 days

> 120 days

Gross trade receivables


22 Available-for-sale financial assets

Available-for-sale financial assets, which amount to K€ 343 (2012: K€ 343), consist of shares in

a money market fund. These shares have been deposited with a bank as collateral for guarantees.

23 Cash and short-term deposits

Cash and short-term deposits amount to K€ 58,716 (2012: K€ 34,820) and consist of cash at banks

and on hand. Cash subject to access restrictions – reported on December 31, 2012 within cash

and cash equivalents – are now reported in the “Other assets” line item. The amounts so reported

relate to cash deposited with banks as collateral for guarantees.

24 Issued capital

Each share of stock entitles the registered owner to cast one vote at the Annual Shareholders

Mee ting and enjoys full dividend entitlement. The voting right is not subject to any restrictions.

The capital stock rose by K€ 380 in fi scal 2013, solely as a result of the issuance of common shares

in connection with stock option programs. Each share has a par value of € 1.00. All issued shares

have been fully paid-in.

QSC AG‘s Management Board resolved on January 9, 2013, on the basis of the authorization re-

solution adopted at the Annual General Meeting on May 20, 2010, and with the approval of the

Com pany’s Supervisory Board, to cancel previously acquired treasury shares using the simplifi ed

procedure permitted in § 71 (1) No. 8 Sentence 6 “AktG” (share capital reduction).

As a result of this resolution, 13,629,913 no-par registered shares held by QSC AG, each arith-

metically representing € 1.00 of share capital, were cancelled, as a result of which the Company‘s

share capital was reduced by € 137,256,877 to € 123,626,964. The capital reduction took effect on

January 11, 2013.

Outstanding shares each continue to represent € 1.00 of share capital.

2013

124,057

124,057,487

Issued capital

Capital stock in K€

No-par registered shares of common stock

2012

123,677

123,677,239


25 Capital surplus

As of December 31, 2013, capital surplus amounted to K€ 141,286 (2012: K€ 140,542). This amount

includes deferred share-based remuneration which relates to the Company’s stock option pro-

gram. Capital surplus may only be utilized in accordance with the rules of the German Stock Cor-

poration Act (“AktG”).

26 Authorized and conditional capital

Authorized capital • The Management Board is authorized, with the approval of the Supervisory

Board, to increase the capital stock on one or several occasions through May 19, 2015, to a total

of € 65,000,000 through the issuance of new no-par registered shares against contributions in

cash and/or in kind. As a general rule, subscription rights are also required to be given to exis-

ting shareholders.

Conditional capital • As of December 31, 2013, conditional capital amounted to K€ 31,293, of

which K€ 6,293 relate to conditional increases in share capital which will only be executed to

the extent that holders of convertible bonds issued in connection with QSC stock option plans

exercise their conversion rights.

Conditional capital in the amount of K€ 25,000 relates to a conditional increase in share capital

issued in accordance with the authorization by shareholders given at the Annual General Meeting

on May 20, 2010, and valid through May 19, 2015. The conditional capital will be executed only to

the extent that holders of options bonds and/or convertible bonds issued or guaranteed by QSC

or by a consolidated group entity – as defi ned by § 18 “AktG” and in which QSC directly or directly

has a majority participation – exercise their option/conversion rights under the bond or fulfill

their option/con version obligation and, secondly, only to the extent that no cash settlement is

given and no treasury shares of the Company or the shares of an another publicly traded company

are used to service the options/conversion. New shares will be issued at the option/conversion

price determined on the basis of the authorization resolution referred to above.

27 Other reserves

Other reserves include gains and losses on available-for-sale financial assets, as well as actu-

arial gains and losses on defined benefit pension plans. The values for fiscal 2013 and 2012 are

presented in the consolidated statement of changes in shareholders’ equity and in the consoli-

dated statement of recognized income and expenses.

Other reserves as of December 31, 2013, comprise unrealized changes in fair value of available- for-

sale assets amounting to K€ 1 (2012: K€ 1), as well as actuarial losses of K€ 1,175 (2012: K€ 1,206)

on defined benefit pension plans, both of which were recorded through OCI. Those amounts are

stated net of deferred taxes.


28 Interest-bearing liabilities

Short-term liabilities under financing and finance lease arrangements consist of fixed payment

obligations through year-end 2014.

In fiscal 2013, long-term liabilities due to banks essentially consisted of liabilities stemming from

the consortium loan agreement that was concluded in September 2011. The borrowers include

QSC, Ventelo, and Plusnet. This revolving line of credit totals K€ 140,000 and will run through

Sep tember 16, 2016. The loan amounts already utilized (K€ 73,000; 2012: K€ 62,000) are generally

utilized to fi nance operating assets. Utilization is subject to prerequisites, in particular compliance

with specified key financial ratios. All of those ratios were complied with in fiscal 2013. The cur-

rent interest rate is at EURIBOR plus an average 1.7 percentage points; the latter may change

depending on financial position and profitability.

Loans payable at the level of QSC are secured by a mortgage lien of K€ 23,000 on that entity’s land

at Grasweg 62 – 66. Additional collateral has also been provided to the lending bank in the form

of a storage assignment of assets. Utilization of the loans is subject to compliance with specifi ed

fi nancial ratios. In order to obtain the loans, QSC has given a commitment to comply with specifi c

financial ratios determined on the basis of changes in equity and which reflect the Company’s

ability to service liabilities. The stipulated ratios were complied with in 2013.

20122013Due datein K€


Under fi nancing and fi nance

lease arrangements

Due to banks



From convertible bonds

Due to banks

Under fi nancing and fi nance

lease arrangements



4,147

4,351

8,498

13

74,817

7,200

82,030

90,528

5,530

2,868

8,398

19

82,697

8,835

91,551

99,949

Average interest rate in % in 2013

5.20

5.20

3.50

3.10

5.19

2014

2014

2014 – 2019

2014 – 2019

2014 – 2019


Further loans payable at the level of QSC are secured by a mortgage lien of K€ 2,300 on the plan t -

site of a subsidiary. In addition, all entitlements to receive rent and lease income under the ge-

neral subcontract agreement between the subsidiary and a customer have also been assigned

as colla teral.

As of December 31, 2013, there were 1,896,803 convertible bonds issued in conjunction with stock

option programs. See also Note 39 in this regard. The convertible bonds have a nominal value of

€ 0.01 each.

Long-term liabilities under fi nancing arrangements comprise an annuity loan, in particular, that

is utilized to finance buildings and data centers. Long-term liabilities under financing arrange-

ments consist of fixed payment obligations for the period 2014 through 2019.

29 Accrued pensions

QSC operates defined benefit pension plans, which are partially secured through reinsurance

and classified as plan assets in accordance with IAS 19.

The pension provision covers benefit entitlements of one former member of the QSC Manage-

ment Board and two former members of the INFO AG management board as well as benefit en-

titlement granted to parts of the QSC and Ventelo GmbH workforce in previous years.

The pension entitlements relate to defined benefits which depend primarily of the period of ser-

vice with the company and the relevant level of salary. These defined benefit plans expose the

consolidated group to various actuarial risks, including longevity and interest rate risks.

The pension provision for defined benefit plans is measured using the projected unit credit me-

thod in accordance with the requirements of IAS 19 and takes future developments into account.

Assumptions are based on the 2005G biometric tables issued by Prof. Dr. Klaus Heubeck.

Plan assets as defined by IAS 19 exist in the form of pension reinsurance policies.

As in the previous fiscal year, QSC recognizes all actuarial gains and losses directly through OCI.

In fiscal 2013, the cumulative amount of all actuarial gains and losses as presented in the con-

solidated statement of directly recognized income and expenses was K€ 1,730 (2012: K€ 1,782).


Total actuarial losses after taxes amounted to K€ 31 (2012: K€ 846).

Actuarial gains and losses comprise the effect of changes in demographic assumptions (gains

amounting to K€ 39) and the effect of changes in financial assumptions (losses amounting to

K€ -152). These actuarial gains and losses as well as income from plan assets (excluding amounts

reported in net interest income/expense) are recognized through OCI.

Expenses and income recognized in the income statement relating to defi ned benefi t plans com-

prise the following:

2013

132

232

(23)

341

in K€

Service costs

Interest costs

Expected return on plan assets

Net pension costs

2012

90

253

(8)

335

2012

5,715

90

253

1,206

(101)

286

7,449

(376)

(8)

41

-

(201)

(544)

6,905

2.70 % – 3.30 %

3.00 %

1.00 % – 3.00 %

2013

7,449

132

232

39

(152)

(132)

306

7,874

(545)

(23)

25

(359)

(207)

(1,110)

6,765

2.70 % – 3.30 %

3.00 %

2.00 % – 3.00 %

in K€

Present value of defi ned benefi t obligation on January 1

Service costs

Interest costs

Actuarial losses (gains)

due to changes in the demographic assumptions

due to changes in fi nancial assumptions

Benefi ts paid

Transfer of obligations

Present value of defi ned benefi t obligation on December 31

Fair value of plan assets on January 1

Interest income

Income from plan assets, exclusive of amounts contained

in net interest expense and income

Transfer

Employer contributions to plan assets

Fair value of plan assets on December 31

Accrued pensions on December 31

Discount rate

Rate of compensation increase

Rate of pension indexation


Pension payments amounting to K€ 244 and funding contributions to plan assets amounting to

K€ 218 are expected in 2014.

If the assumptions used to measure pension obligations at the end of the reporting period (as

described above) were changed individually by a half percent, pension obligations would incre-

ase/decrease as follows:

QSC did not make any experience adjustments to defi ned benefi t obligation or fund assets in 2013.

30 Trade payables

All trade payables have a term of less than one year.

31 Provisions

The long-term provisions relate to obligations for part-time early retirement working arrange-

ments amounting to K€ 86 (2012: K€ 589), leasehold improvement obligations amounting to K€ 234

(2012: K€ 219) and other personnel provisions amounting to K€ 51 (2012: K€ 48). The provisions

for part-time early retirement working arrangements will be due by October 31, 2015. The lease-

hold improvement obligations are typically incurred at the end of the rental period. The rental

agree ments have differing termination dates, ranging from 2019 to 2028, and the due dates of the

leasehold improvement obligations are distributed accordingly.

2013

856

(226)

17

-

(277)

370

in K€

Long-term provisions on January 1

Reclassifi cation

Additions

Utilized


Long-term provisions on December 31

2012

1,036

-

69

(249)

-

856

Change in interest rate +0.5 %

Change in interest rate -0.5 %

Pension obligations in K€

Change in pension

obligations in K€

7,285

8,538

(589)

664


Other short-term provisions essentially relate to litigation risks and human resources provi-

sions. Valuation was made on the basis of the experience gained in past periods. Tax provisions

include provisions for municipal trade tax in the amount of K€ 1,744 and provisions for corpora-

tion tax in the amount of K€ 1,324.

2012

5,764

1,808

(4,067)

-

3,505

2013

3,505

2,123

(2,478)

(81)

3,068

in K€

Tax provisions on January 1

Additions

Utilized


Tax provisions on December 31

2012

1,338

-

2,076

(1,149)

-

2,265

82

11

(82)

-

11

1,459

2,788

(71)

-

4,176

6,452

2013

2,265

226

1,062

(2,199)

(185)

1,169

11

-

(11)

-

-

4,176

156

(865)

(1,981)

1,486

2,655

in K€

Other provisions on January 1

Reclassifi cation from long-term provisions

Additions

Utilized


Other provisions on December 31

Provisions for invoices outstanding on January 1

Additions

Utilized


Provisions for invoices outstanding on December 31

Provisions for litigation risks on January 1

Additions

Utilized


Provisions for litigation risks on December 31

Other short-term provisions on December 31


32 Deferred income

QSC defers non-recurring income from the installation of customer lines on a periodic and pro

rata basis over an average contract term of 24 months. Advance payments from customers are

also deferred up to the date the service is provided.

Moreover, a deferred income line item was formed in fiscal 2010 for a payment from TELE2 in

the amount of K € 66,226. As a result of QSC‘s continued obligation of performance toward TELE2,

this amount was returned in the income statement on a straight-line basis over the remaining

term of the original contract through December 31, 2013.

33 Other short-term liabilities

All other short-term liabilities have a term of less than one year and consist essentially of revenue

tax liabilities.


CASH FLOW STATEMENT DISCLOSURES

34 Cash flow from operating activities

Cash fl ow from operating activities amounted to K€ 64,162 in fi scal 2013, thus down K€ 3,190 from

the previous year’s level of K€ 60,972. A major factor in this connection was the K€ 9,587 change

in accounts receivable. On the other hand, the change in provisions amounted to K€ -8,402, which

was essentially attributable to the conclusion of litigation with Deutsche Telekom, for which pro-

visions had already been formed in fiscal 2012.

35 Cash flow from investing activities

In fiscal 2013, cash flow from investing activities totaled K€ -31,679 (2012: K€ 33,158). K€ 7,562

of the total investments made in fiscal 2013 (K€ 39,561) were financed through lease financing

arrangements and are thus not presented here.

36 Cash flow from financing activities

In fi scal 2013, cash fl ow from fi nancing activities amounted to K€ -8,587 (2012: K€ -16,749). This

development was primarily attributable to the payment of a dividend in the amount of K€ -11,138

(2012: K€ -10,985), the repayment of liabilities under financing arrangements in the amount of

K€ -4,543 (2012: K€ -6,520) and the reverse effects from the assumption of loans in the amount

of K€ 6,398 (2012: K€ 35,583). The year before, cash fl ow from fi nancing activities had additional ly

been impacted in the amount of K€ -29,072 by the share buy-back program. Interest paid in the

amount of K€ 3,080 (2012: K€ 3,047) and interest income in the amount of K€ 336 (2012: K€ 738)

was allocated to cash flow from financing activities.


OTHER DISCLOSURES

37 Subsidiaries

QSC’s consolidated financial statements include the following equity investments:

***

***

***

***

***

***

***

***

***

***

***

***

***

***

***

Result for the year 2013

Shareholders‘ equity on

Dec 31, 2013

Shareholdings (in %)

Dec 31, 2013

in K€

Subsidiaries (disclosures pursuant

to the German Commercial Code [“HGB”])

Ventelo GmbH (“Ventelo”), Cologne

Plusnet GmbH & Co. KG (“Plusnet”), Cologne

BroadNet Deutschland GmbH

(“BroadNet Deutschland”), Cologne

IP Colocation GmbH (“IP Colocation”), Nuremberg

Q-DSL home GmbH ( “DSL home”), Cologne

010090 GmbH (“010090”), Cologne

T&Q Netzbetriebs GmbH & Co. KG (“T&Q”), Cologne

T&Q Verwaltungs GmbH (“T&Q Verwaltung”), Cologne

01012 Telecom GmbH (“01012”), Cologne

F&Q Netzbetriebs GmbH & Co. KG (“F&Q”), Cologne

Broadnet Services GmbH

(“Broadnet Services”), Cologne




– formerly tengo GmbH, Cologne

01052 GmbH (“tengo 01052”), Cologne

Q-loud GmbH (“Q-loud”), Cologne

tengo GmbH (“tengo”), Cologne

Broadnet NGN GmbH (“Broadnet NGN”), Cologne

F&Q Netzbetriebs Verwaltungs GmbH

(“F&Q Vewaltung”), Cologne

Plusnet Verwaltungs GmbH

(“Plusnet Verwaltung”), Cologne

Collutio Holding GmbH (“Collutio”), Vienna

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

(376)

247

462

183

(22)

61

9

5

30

354

441

30

30

29

29

(28)

(239)

(27)

2

1

(1)

169,738

10,404

2,940

1,443

1,293

156

50

30

27

26

25

25

25

25

25

25

25

25

25

18

9

* Annual result before profi t and loss takeover agreement

** The shares are held by Ventelo GmbH

*** The shares are held by Plusnet GmbH & Co. KG


Three new subsidiaries were formed in February 2013: Broadnet NGN GmbH, Q-loud GmbH and

tengo complete GmbH. All of these subsidiaries were capitalized in cash with share capital of

K€ 25 and are domiciled in Cologne. tengo complete GmbH has been doing business as tengo

GmbH since August 8, 2013. On December 11, 2013, Collutio Holding GmbH was formed with its

domicile in Vienna and share capital of K€ 10 through entry in the commercial register.

Through contracts each dated April 3, 2013, the following four previously fully consolidated sub-

sidiaries of INFO AG were merged with this corporation: INFO Business Systems GmbH, INFO Cus-

tomer Service GmbH, both domiciled in Hamburg, as well as IP Exchange GmbH and IPX-Server

GmbH, both domiciled in Nuremberg. Entry in the commercial register was made on May 27, 2013.

The mergers were effected retroactively to January 1, 2013.

Through a contract dated June 4, 2013, INFO AG, of Hamburg, was merged with QSC AG, of Co-

logne. The merger became effective upon entry in the commercial register on August 6, 2013, and

was also effected retroactively to January 1, 2013.

The following subsidiaries have exercised their option for exemption pursuant to § 264 (3) of the

German Commercial Code (“HGB”): Q-DSL home GmbH, 010090 GmbH, BroadNet Deutschland

GmbH, Broadnet Services GmbH, 01098 Telecom GmbH, 01012 Telecom GmbH, 010052 Telecom

GmbH, 010088 Telecom GmbH, 01052 Communication GmbH, F&Q Netzbetriebs GmbH & Co. KG,

T&Q Netzbetriebs GmbH & Co. KG, Plusnet GmbH & Co. KG, Ventelo GmbH, Broadnet NGN GmbH,

Q-loud GmbH, and tengo GmbH.


38 Segment reporting

In accordance with the provisions of IFRS 8, the basis for identification of the segments consists

of the Company’s internal organizational structure, which is used by corporate management as

the basis for business administration decisions and performance assessments. At QSC, segmen-

tation is aligned to the customer structure, as presented below.

The Direct Sales Business Unit focuses on more than 8,000 larger and mid-size enterprises in

Germany. Its portfolio comprises national and international site networking, outsourcing solutions,

data center services, such as Housing and Hosting. IT Consulting is a further important element

of this business unit’s portfolio; QSC is a consulting partner for SAP and Microsoft solutions.

The Indirect Sales Business unit addresses nearly 900,000 smaller and mid-size companies in Ger- many that typically do not have employees of their own on staff for information and communica-

tions technology, obtaining their ICT services from regional partners instead. QSC is therefore

col laborating with regional service providers, sales partners and distributors, offering them In-

ternet connections, direct connections to the QSC voice network, Voice over IP products, as well

as standardized Cloud services, such as a virtual telephone system and a fl exible modular design

system for utilizing QSC data centers.

The Resellers Business Unit is where QSC bundles its business with ICT services providers that

predominantly address residential customers; they include telecommunications carriers, cable

network operators and Internet service providers. QSC makes a variety of preliminaries avail-

able for its customers, along with such conventional voice services as call-by-call offerings and un-

bund led DSL lines. Moreover, this business unit also includes Managed Outsourcing, under which

QSC integrates the narrowband voice networks of alternative providers into its Next Generation

Network (NGN) and provides full operation of their fixed network business.

Management has stipulated operating profit, i.e. earnings before interest and taxes (EBIT) in ac-

cordance with IFRS, as the key steering parameter for the segments. Thus, costs are fully attri-

buted to their respective business units; also performed is a complete calculation of profi t or loss

with the exception of interest and taxes. Both the direct and indirect attribution of costs to the in-

dividual segments corresponds to the Company’s internal reporting system and steering logic.

There were also directly and indirectly attributable items of assets and liabilities. With the excep-

tion of deferred tax assets and liabilities, assets and liabilities that are indirectly attributable are

allocated according to financial viability on the basis of contribution margins.


Deferred tax assets and liabilities are shown as reconciling items.

Direct Sales

Direct Sales

Indirect Sales

Indirect Sales

Resellers

Resellers

Reconciliation

Reconciliation

Consolidated group

Consolidated group

in K€

in K€

Fiscal year 2013

Net revenues

Cost of revenues

Gross Profi t

Sales and marketing expenses





Operating profi t (loss)

Assets

Liabilities

Capital expenditures

Fiscal year 2012

Net revenues

Cost of revenues

Gross Profi t

Sales and marketing expenses





Operating profi t (loss)

Assets

Liabilities

Capital expenditures

209,176

(139,677)

69,499

(16,912)

(12,015)

(24,431)

(149)

1,033

17,025

205,516

78,057

26,177

187,871

(120,630)

67,241

(19,997)

(20,190)

(23,268)

(173)

(887)

2,726

183,824

72,754

25,347

123,159

(65,279)

57,880

(15,190)

(12,639)

(10,869)

(144)

1,097

20,135

107,822

46,372

7,542

125,085

(67,477)

57,608

(14,615)

(8,332)

(10,971)

(145)

(646)

22,899

105,157

40,318

7,897

123,389

(98,508)

24,881

(9,716)

(10,971)

(15,530)

(141)

818

(10,659)

64,148

69,821

5,842

168,540

(132,130)

36,410

(12,053)

(5,586)

(18,687)

(120)

(1,005)

(1,041)

87,608

88,514

4,704

-

-

-

14,541

3,912

-

-

-

-

10,539

5,306

-

455,724

(303,464)

152,260

(41,818)

(35,625)

(50,830)

(434)

2,948

26,501

392,027

198,162

39,561

481,496

(320,237)

161,259

(46,665)

(34,108)

(52,926)

(438)

(2,538)

24,584

387,128

206,892

37,948


No material revenues were generated from business with companies outside Germany in fiscal

2012 or 2013, nor were intersegment revenues generated. Long-term financial assets are ex-

clusively of a domestic nature. In fiscal 2013, there was one customer in the Resellers Business

Unit whose share of total revenues exceeded 10 percent, namely 10.1 percent.

Information relating to products and services • The reporting structures were revised during the

current fiscal year; consequently, the information pursuant to IFRS 8.32 will not be revised until

the 2013 fiscal year. Revenues with external customers for categories of comparable products

and services developed as follows:

39 Stock option programs

Since 1999, QSC has established a total of seven stock option programs (SOPs), which call for the

issuance of convertible bonds having a nominal value of € 0.01 each to employees and (with the

consent of the Supervisory Board) to members of the Management Board as well as to consul-

tants and suppliers. The participants in these programs are granted the right to convert each con-

vertible bond into one share of registered, no-par stock against payment of the exercise price.

The exercise price of the convertible bonds represents the market price of the share on the date

of issuance. The convertible bonds have a term of four to eight years and are subject to a vesting

period of up to four years. In connection with the 2006 SOP, the conversion right cannot be exer-

cised until at least one of the following conditions is met: Either the trading price of the shares

has developed better on a relative basis between the day of issue and the time of exercise of the

conversion right than the comparison index (TecDAX), or the trading price has risen by at least

10 percent between the day of issue and the time of exercise of the conversion right.

On May 16, 2013, the QSC Annual Shareholders Meeting agreed to the 2012 stock option program

(2012 SOP), calling for the issuance of up to 5,000,000 convertible bonds having a nominal value

of € 0.01 each to employees and (with the consent of the Supervisory Board) to members of the

Management Board. All employees of QSC whose employment had not been terminated as of De-

cember 1, 2012, are eligible to subscribe. The subscription period began in March 2013 and will

end no later than May 15, 2017. The convertible bonds have a term of between four and eight years.

2013

319,389

136,336

455,724

in K€

ICT products

Outsourcing and Consulting

Revenues


2013

8 years

2.09 %

1.60 %

40.22 %

1.52

1,549,283

2012 SOP

Expected average term of the 2012 SOP

Dividend yield

Average risk-free interest rate

Volatility (3 years)

Average fair value of options in €

Fair value of convertible bonds granted for the year in €

The conversion right may – no earlier than at the end of a waiting period of 4 years – only be exer-

cised if at least one of the following two conditions have been met: Either the trading price of QSC

shares is at least 20 percent higher than the conversion price or the development of the shares

has exceeded that of the TecDAX index.

On the basis of IFRS 2, no personnel expenses were recorded for the convertible bonds issued

under the 2000, 2000A, 2001 and 2002 SOPs. The option values for the convertible bonds under

the 2006 SOP were computed at grant date using the Black-Scholes option-pricing model with

the following assumptions.

In fiscal 2013, only convertible bonds under the 2012 SOP were subscribed. Volatility was deter-

mined on the basis of daily closing prices over a historical period of three years.

2013

8 years

2.09 %

1.60 %

40.22 %

-

-

2012

8 years

4.21 %

0.98 %

50.54 %

-

-

2006 SOP

Expected average term of the 2006 SOP

Dividend yield

Average risk-free interest rate

Volatility (3 years)

Average fair value of options in €

Fair value of convertible bonds granted for the year in €


The distribution of the convertible bonds outstanding under all programs as of December 31,

2012, and 2013, is as follows:

The exercise prices of the remaining 1,896,803 convertible bonds range from € 1.17 to € 5.58,

and the remaining term for exercise varies from “immediately exercisable” to December 30, 2021.

The exercise price is set at the date of issuance and cannot be changed after that date. The Com-

pany expects conversion of the remaining bonds (depending on the market price development)

to be completed by 2021 at the latest.

As of balance sheet date, 855,803 of the remaining convertible bonds were exercisable, with the

remaining convertible bonds being subject to the agreed retention period.

During the year under review, expense incurred in conjunction with non-cash share-based re-

muneration amounted to K€ 434 (2012: K€ 438).

40 Related party transactions

In 2013, QSC participated in transactions with companies affiliated with members of the Mana-

gement and Supervisory Boards. IAS 24 states that related parties are individuals or companies

with the possibility of influencing or even controlling the other party. All contracts with those

companies require the approval of the Supervisory Board and are concluded on the basis of pre-

vailing market conditions.

Outstanding on December 31, 2011

Granted in 2012

Forfeited in 2012

Exercised in 2012


Granted in 2013

Forfeited in 2013

Exercised in 2013


Weighted average exercise

price in €

Number of convertible

bonds

2.79

-

4.85

1.17

2.58

2.85

2.70

1.82

2.88

1,495,004

-

(169,510)

(50,275)

1,275,219

1,019,000

(17,168)

(380,248)

1.896.803


IN-telegence GmbH is a provider of value added services in the telecommunications industry and

essentially utilizes network services from QSC. To a limited extent, subsidiaries of QSC AG also

utilize these value added services from IN-telegence, Teleport Köln GmbH provides support to

QSC in the installation of end-customer connections and utilizes telecommunication services from

QSC. QS Communication Verwaltungs Service GmbH provides consulting services to QSC in con-

nection with the product management of voice products.

Further information relating to the members of the Management and Supervisory Boards is con-

tained in Notes 48 and 51, as well as in the Compensation Report.

Net revenues Expenses Cash received Cash paidin K€

Fiscal year 2013

IN-telegence GmbH

Teleport Köln GmbH

QS Communication Verwaltungs

Service GmbH

Fiscal year 2012

IN-telegence GmbH

Teleport Köln GmbH

QS Communication Verwaltungs

Service GmbH

947

31

-

916

33

-

39

4

208

38

5

219

1,137

34

-

1,132

42

-

35

5

231

45

6

260

On December 31, 2013

IN-telegence GmbH

Teleport Köln GmbH

QS Communication Verwaltungs Service GmbH

On December 31, 2012

IN-telegence GmbH

Teleport Köln GmbH

QS Communication Verwaltungs Service GmbH

Trade payablesTrade receivablesin K€

4

-

17

-

-

-

83

6

-

96

3

-


41 Deferred taxes

As in the previous year, QSC used an aggregate tax rate of 32.21 percent (2012: 32.45 percent) to

calculate deferred taxes. The deferred tax expense and income for the period and the allocation

of temporary variances are presented below:

The temporary differences in conjunction with interests in subsidiaries for which no deferred tax

liabilities are recorded amount to K€ 19,473 in fiscal 2013 (2012: K€ 23,340).

The following table presents the reconcilement of the expected income tax to the actual income

tax expense. The expected tax income is calculated by multiplying net loss before taxes with the

assumed income tax rate:

Liability Asset Liability Consolidated Statement of Income

in K€

2013 2012 2013 2012

Asset

Deferred tax assets and liabilities

Intangible assets

Property, plant and equipment

Other fi nancial assets

Trade receivables (related parties)

Other trade receivables

Inventories

Deferred revenues

Accrued pensions

and other provisions

Other liabilities

Total deferred taxes

on temporary differences


on loss carryforwards


before being netted out

Netting out


130

2,633

100

-

-

1,506

850

1,334

1,833

8,386

30,532

38,918

(24,376)

14,542

-

2,118

282

2

-

925

948

1,317

2,861

8,453

28,566

37,019

(26,480)

10,539

14,693

12,228

13

2

3,575

-

863

235

177

31,786

-

31,786

(26,480)

5,306

153

3,167

14

-

442

582

67

17

(1,013)

3,429

1,966

1,768

506

280

-

(865)

(1,255)

(698)

473

1,724

1,933

-

14,733

9,510

12

-

3,135

-

699

92

107

28,288

-

28,288

(24,376)

3,912


The reconciled tax income consists of current income tax expense totaling K€ 4,475 (of which

K€ -132 relate to prior years), and deferred tax income of K€ 5,415. In fiscal 2013, tax income

totaling K€ 20 relating to the recognition of actuarial gains and losses was recognized directly

in equity.

As of December 31, 2013, the corporation tax loss carryforwards totaled € 374 million (2012:

€ 395 mil lion, taking into consideration a tax audit for the 2004 through 2009 fi scal years that was

concluded in fiscal 2013) and municipal trade tax loss carryforwards amounted to € 368 million

(2012: € 389 million, taking into consideration a tax audit for the 2004 through 2009 fi scal years

that was concluded in fiscal 2013). These tax losses can be carried forward without restriction

for future offset against the taxable earnings of entities in which deferred taxes on loss carry-

forwards in the amount of € 30.5 million (2012: € 28.6 million) are recognized. In recognizing and

measuring deferred taxes on tax loss carryforwards, it is assumed that tax loss carryforwards in

the amount of € 95 million will be able to be utilized medium term. The long-term corporate plan-

ning calls for generating sustained taxable earnings; however due to the Company’s loss history

and the plan ning insecurities stemming from the consolidated group’s transformation process,

only those taxable earnings have been taken into consideration that are anticipated for a fore-

seeable period of 3 years. There were no deferred tax assets recorded in the balance sheet for

still unutilized cor poration tax loss carryforwards in the amount of € 279 million and municipal

trade tax loss carry forwards in the amount of € 273 million.

2013

22,672

32,21 %

7,302

(8,766)

557

-

(132)

-

99

(940)

in K€

Reconciliation

Net profi t

Tax rate

Expected tax expense

Tax effect of

adjustments made to allowances on deferred taxes

relating to carry forward of losses

non-deductible operating expenses

non taxable income

non-period expense (income)

change in taxation rate

Other

Reconciled tax expense

2012

20,719

32,21 %

6,673

(5,036)

444

(530)

220

22

(95)

1,698


42 Litigation

In the judicial review proceeding (“Spruchverfahren”) brought before the Hamburg Regional Court

(“Landgericht”) by 30 former minority shareholders of Broadnet AG, it was ruled on September 20,

2013, that QSC must pay an additional contribution in cash of € 0.96 per share to all former mino-

rity shareholders of Broadnet AG (in total 999,359 shares). The additional contribution in cash is

subject to interest at 2 percentage points above the base rate with effect from December 31, 2007,

and at 5 percentage points above the base rate with effect from September 1, 2009. The costs of

the proceedings are to be borne by QSC. The total amount of the additional contribution in cash

amounting to K€ 959 plus interest corresponds to the provision recognized by QSC. Three appli-

cants immediately filed an appeal against the ruling with the Hamburg Higher Regional Court

(“Ober landesgericht”), with the consequence that the ruling is not yet legally binding.

All minority shareholders of Broadnet AG had originally received 12 QSC shares for 11 Broadnet

shares when Broadnet AG was merged with QSC, corresponding to an exchange ratio of 1 Broadnet

share to 1.0908 QSC shares. In addition to the shares received, the applicants sought an addi ti-

onal cash payment and – in the court of fi rst instance – were successful. If the payment of an ad-

ditional cash payment becomes valid in law, this would also have to be paid to all former minority

shareholders of Broadnet AG, who held Broadnet shares on the date when the merger took legal

effect. A provision has been recognized for these proceedings.

A lawsuit was fi led against QSC with the Cologne Regional Court. The plaintiff is seeking a payment

of K€ 2,271 plus interest.

Traffi c to so-called value-added services numbers (e.g. 0900, 01805) was transferred from QSC’s

network to the network of the plaintiff company on the basis of an interconnection agreement. The

plaintiff is of the opinion that, in breach of contract, QSC transferred the connections incorrectly,

as traffic to value-added services numbers should have been transferred as close to the point of

origin as possible. The plaintiff asserts that QSC did not satisfy this prerequisite. The end result

of this alleged incorrect routing was that an incorrect rate zone was charged to the benefi t of QSC.

Depending upon the product in question, the plaintiff asserts that QSC either charged on the basis

of an excessively expensive rate zone or the plaintiff granted excessive deductions from its entitle-

ment in its own billing system. The claim asserted in the lawsuit is for the sum total of these amounts.

The parties to this lawsuit concluded a judicial settlement on September 30, 2013. Under the terms

of the settlement, QSC agreed to pay K€ 909 (i.e. 40 percent) of the total claim to the plaintiff.

The parties each agreed to pay 50 percent of the costs of the lawsuit and the settlement. The pro-

ceedings have therefore been terminated. The provision recognized for the principal claim was

released, giving rise to income of K€ 1,357.

A lawsuit was fi led against Broadnet Services at the Commercial Division of the Cologne Regional

Court. The plaintiff is seeking a payment of K€ 1,812 plus interest.

Broadnet Services and the plaintiff had previously signed a supplementary agreement to the in-

terconnection agreement between the two parties, in accordance with which Broadnet Services

agreed to bill telephone minutes terminated by the plaintiff to Broadnet Services‘ network for


specifi c regions, as if there were a physical point of interconnection between the parties in these

regions, thus giving rise to a cost advantage to the plaintiff. Soon after this agreement went into

force, there was a rapid drop in billable traffic, as Broadnet Services had lost a major account,

namely QSC. QSC and its new network operator demanded that Broadnet Services port the tele-

phone numbers that up until then had been routed through the Broadnet Services network on be-

half of QSC to the new network operator’s network. Broadnet Services felt obligated to agree to

this porting. The plaintiff asserted that a major share of the traffic that should have been billed

at a favorable rate structure under the agreement with Broadnet Services if it were still being ter-

minated by the plaintiff in the Broadband Services network is instead being terminated by the

other network operator at more costly terms. The plaintiff was of the opinion that Broadnet Ser-

vices should have prevented the porting that had occurred on the basis of the supplementary

agreement and is seeking a refund of the difference between the two prices.

The Cologne Regional Court rejected the claim in its ruling on June 6, 2013, whereupon the plain-

tiff fi led an appeal on July 5, 2013 – and hence within the permitted time limit – with the Cologne

Higher Regional Court.

The parties to this lawsuit subsequently concluded a judicial settlement on December 19, 2013.

Under the terms of the settlement, Broadnet Services agreed to pay K€ 550 (i.e. 30 percent) of

the total claim to the plaintiff. Broadnet Services agreed to pay 30 percent of the costs of the law-

suit and the settlement. The proceedings have therefore been terminated. The provision recog-

nized for the principal claim was released, giving rise to income of K€ 617.

A lawsuit was filed at the Cologne Regional Court against Broadnet Services and 010090. The

plain tiff is seeking payment of a total of K€ 2,563 (with an amount of K€ 1,624 being sought from

Broadnet Services and an amount of K€ 939 from 010090) plus interest.

The plaintiff asserted that both Broadnet Services and 010090 had broken off the negotiations

with the plaintiff relating to the physical expansion of points of interconnection between the te-

lecommunication networks of Broadnet Services and 010090 on the one hand and the plaintiff

on the other. With its lawsuit, plaintiff sought to be given the same status as if the negotiations

had been successfully concluded.

The Cologne Regional Court dismissed the lawsuit in a ruling dated September 26, 2013. Since the

plaintiff did not appeal, the ruling is binding in law. A provision had not been recognized with res-

pect to this lawsuit.

In a judicial review proceeding (“Spruchverfahren”) at the Hamburg Regional Court following

the squeeze-out of the minority shareholders of what was originally INFO Gesellschaft für In-

formationssysteme Aktiengesellschaft (Hamburg District Court, HRB 36067, hereinafter called

“Old INFO AG”) within the framework of the merger of Old INFO AG with today’s INFO Gesellschaft

für Informationssysteme Aktiengesellschaft (at the time doing business as INFO Gesellschaft

für Informationssysteme Holding Aktiengesellschaft, formerly IP Partner AG) (“INFO AG”), the

petitioners (a total of 45) were seeking an increase in the cash settlement paid to them by INFO AG

(€ 18.86 per no-par share of Old INFO AG) in mostly unspecified amounts. With its ruling on Fe-

bruary 3, 2014, the Hamburg Regional Court refused to hear the petitioners’ case. This ruling is

2013

22,420

49,095

13,645

85,160

in K€

Up to 1 year

1 to 5 years

Over 5 years

Operating lease arrangements

2012

33,735

33,330

17,640

84,705


not yet fi nal. It is possible for the petitioners to appeal the decision to the Superior Court of Ham-

burg within a term of one month subsequent to service. Should the court find that the cash sett-

lement has to be increased, it would apply to all former minority shareholders of Old INFO AG

(307,943 shares).

INFO AG stipulated the cash settlement on the basis of an expertise on the value of the compa-

ny drawn up by IVA VALUATION & ADVISORY AG Wirtschaftsprüfungsgesellschaft, Frankfurt am

Main. The expert auditor that was selected and appointed by the Hamburg Regional Court, Pri-

cewaterhouseCoopers Aktiengesellschaft Wirtschaftsprüfungsgesellschaft, Frankfurt am Main,

confirmed the appropriateness of the cash settlement.

A provision has been recognized covering only the court costs and thus far foreseeable ancillary

costs relating to the review proceeding.

43 Contingencies and other financial obligations

Obligations from operating leases • The consolidated group is party to various long-term ope-

rating lease arrangements as lessee, mostly for Technical rooms and offices, fiber optic connec-

tions, PCs and vehicles. The contracts are all partial amortization leases without purchase op-

tion and run for an average period of two to five years. The items concerned are not subleased

to customers. As of December 31, future minimum lease payments under non-cancellable oper-

ating leases were as follows.

In fiscal 2013, QSC recognized expenses totaling K€ 3,644 (2012: K€ 3,697) which were incurred

in connection with operating lease arrangements and are presented under “Cost of revenues.” As

of balance sheet date, liabilities from operating lease arrangements amount to K€ 0 (2012: K€ 0).


Rights under operating lease arrangements – QSC Group as lessor • Arrangements similar to

operating leases are in place with customers, mainly for the rental of computer center space,

disk storage devices and shared hardware resources. The contracts are all partial amortization

leases without a purchase option, and have an average contractual period of three to five years.

The consolidated group will receive the following future minimum lease payments under non-

cancellable arrangements similar to operating leases:

For the purpose of measuring future minimum lease payments the 20 largest customers were

taken into account for whom services were already provided at the reporting date and payments

from whom were contractually stipulated at the balance sheet date. In 2013, K€ 21,552 (2012:

K€ 21,851) were recorded under revenues as rental payments.

Rights under finance lease arrangements – QSC Group as lessor • Under the rules contained in

IFRIC 4, the consolidated group also is deemed to be the lessor in specific multi-component ar-

rangements. Future minimum lease payments from customers under fi nance lease arrangements

can be reconciled to their net present value as follows:

Lease payments received in 2013 totaled K€ 3,044 (2012: K€ 4,071).

2013

15,746

22,928

234

38,908

in K€

Up to 1 year

1 to 5 years

Over 5 years

Operating lease arrangements

2012

17,286

17,836

-

35,122

From 2019

-

-

-

Total

8,301

(433)

7,868

2015 – 2018

5,156

(218)

4,938

2014

3,145

(215)

2,930

in K€

Future minimum lease payments

Lease payments

Discounting fees

Present values


Obligations under fi nancing and rent-to-own arrangements • QSC has entered into fi nancing ar-

rangements and rent-to-own contracts, as well as finance lease arrangements for various items

of technical equipment as well as for fixtures and furnishings. The future payment obligations

under these arrangements can be reconciled to their cash values as follows.

These obligations are presented by their respective maturity dates under short- and long-term

liabilities.

Other financial obligations • Other financial obligations amount to K€ 12,051 (2012: K € 2,000).

These consist of obligations in the amount of K€ 7,784 that are due and payable in fi scal 2014 and

in the amount of K€ 5,939 that are due and payable in fiscal years 2015 through 2018. An amount

of K€ 975 is due and payable subsequent to fiscal 2018. Purchase commitments to future invest-

ments amounted to K€ 2,647 (2012: K€ 1,547) in the past fi scal year and relate essentially to pur-

chase orders for property, plant and equipment.

Guarantees • There were no guarantee obligations as of December 31, 2013.

44 Objectives and methods used in financial risk management

In connection with its business activities, QSC is subject to a number of financial risks that are

inseparably linked with its entrepreneurial actions. QSC combats these risks through a compre-

hensive risk management system, which is an integral element of its business processes and

cor porate decisions. The key elements of this system are a Group-wide planning and controlling

pro cess, Group-wide policies and reporting systems, as well as Group-wide risk reporting. The

Management Board stipulates the principles of the Company’s fi nancial policies annually and mo-

nitors the risk management system. Further information on risk management can be found in the

Group Management Report.

2013 2012in K€

Financing and hire purchase arrangements

Up to 1 year

1 to 5 years

Over 5 years

Total payment obligations

less interest component

Present value of payment obligations

4,629

7,134

381

12,144

(797)

11,347

5,836

9,127

76

15,039

(674)

14,365


The principal financial liabilities comprise essentially financing and rent-to-own arrangements,

trade payables and liabilities due to banks. The main purpose of these financial liabilities is to

raise finances for the consolidated group’s operating activities. Financial assets which arise di-

rectly from the consolidated group’s operating activities are, in particular, trade receivables, cash

and short-term deposits, and available-for-sale financial assets. In fiscal 2013 and fiscal 2012,

no trading in derivatives was concluded.

The consolidated group’s major risks that arise from the use of fi nancial instruments include in-

terest rate risk, credit risk and liquidity risk. Since no material transactions in foreign currencies

are carried out, there are no material foreign currency risks. The following is a summary of the

strategies and procedures used for managing each of the aforementioned risks.

Interest rate risk • QSC is exposed to the risk of changes in market interest rates. This risk re-

sults primarily from the consolidated group’s variable interest-bearing short-term liabilities due

to banks, as well as from variable interest-bearing liquidity. Short- and long-term liabilities un-

der fi nancing arrangements, on the other hand, are outside capital having a fixed interest rate. As

of December 31, 2013, the share of variable rate debts in total rate debts amounted to 73 percent.

The following table reflects the sensitivity of the consolidated group’s earnings before taxes to a

reasonably possible change in interest rates in relation to variable rate debts as of December 31

and liquidity (including available-for-sale financial assets).

Credit risk • QSC is exposed to the risk of bad debt on the part of customers and issuers. The

Company strives to trade with creditworthy third parties only, thereby trying to rule out this risk

from the very beginning. For this reason, it is the consolidated group’s policy that all customers

who wish to trade on credit terms are subject to credit verifi cation procedures. After establishing

business re lations, receivable balances are monitored on an ongoing basis in order to reduce

the consolidated group’s pos sible risk of bad debts. The maximum risk of bad debts is limited to

the carrying amount of the trade payable as disclosed in Note 18. In the past fiscal year, there

were no significant concentrations of credit risk within the consolidated group. As far as trade

receivables not yet written down are concerned, QSC expects them to be collectible.

2013

2013

2012

2012

Impact on net profi t before in-

come taxes in K€

Increase / decrease

in basis points

(143)

143

(288)

288

+ 100

- 100

+ 100

- 100


In investing financial assets, QSC is also subject to a credit risk in the event of the elimination of

a contracting party. The maximum this risk represents is the book value of these instruments. QSC

is therefore pursuing a highly conservative investment policy, and in the past fiscal year solely

invested in securities with a first-class credit rating.

Liquidity risk • The consolidated group monitors its risk of a liquidity shortfall through monthly

recurring liquidity planning, which takes into account the remaining term of available financial

assets as well as the expected future cash flows from operating activities. The consolidated group

strives to maintain an equilibrium between continuity of funding and flexibility through the use

of short- and long-term liabilities and liabilities under financing arrangements. The following

table is a summary of the consolidated group’s maturity profile of short- and long-term liabili-

ties as of December 31, based on contractual undiscounted payments.

Due by end of 2016

Due by end of 2017

Due by end of 2018

Due after 2018

TotalDue by end of 2015

4,608

-

4,653

-

9,261

Due by end of 2014

5,838

58,002

4,978

18,491

87,309

Carrying amount

14,365

58,002

85,565

18,491

176,423

2,829

-

77,314

-

80,143

1,391

-

3,985

-

5,376

306

-

327

-

633

76

-

148

-

224

15,048

58,002

91,405

18,491

182,946

in K€

Liabilities under fi nancing and

fi nance lease arrangements

Trade payables


Other short- and long-term liabilities

December 31, 2013

Due by end of 2015

Due by end of 2016

Due by end of 2017

Due after 2017

TotalDue by end of 2014

3,384

-

5,217

-

8,601

Due by end of 2013

4,629

52,452

6,955

16,456

80,492

Carrying amount

11,347

52,452

79,168

16,456

159,423

2,368

-

4,888

-

7,256

1,081

-

66,491

-

67,572

301

-

3,982

-

4,283

382

-

487

-

869

12,145

52,452

88,020

16,456

169,073

in K€

Liabilities under fi nancing and

fi nance lease arrangements

Trade payables


Other short- and long-term liabilities

December 31, 2012


Capital management • The primary objective of QSC’s capital management is to ensure suf fi-

cient equity, a strong credit rating and the ability to maintain its business operations in an inde-

pendent and flexible manner. Capital is monitored using the following parameters: equity ratio and

net liquidity. Equity ratio is computed by dividing equity by the balance sheet total. Net liquidity is

fixed rate debts less cash and short-term deposits as well as available-for-sale financial assets.

As of the balance sheet date, all performance indicators stipulated by the loan agreements had

been complied with. The indicators include financial ratios related to equity and earnings before

interest, taxes and amortization.

45 Financial instruments

The following table presents the carrying amounts and fair values of all financial instruments

included in the consolidated financial statements except for convertible bonds issued in con-

junction with the stock option programs.

2013

(14,365)

(85,565)

(99,930)

58,716

343

(40,871)

193,865

392,027

49 %

in K€

Capital management

Liabilities under fi nancing and fi nance lease arrangements



Plus cash and short-term deposits

Plus available-for-sale fi nancial assets

Net debt

Equity

Balance sheet total

Equity ratio

2012

(11,347)

(79,168)

(90,515)

34,820

343

(5,352)

180,236

387,128

47 %


Cash and short-term deposits, available-for-sale financial assets as well as trade receivables

largely have short remaining terms. Their carrying amount thus roughly corresponds to their fair

value at the balance sheet date. The same applies to trade payables and liabilities due to banks.

The fair value of liabilities under financing arrangements and of other short- and long-term lia-

bilities was calculated on the basis of regular interest rates. The fair value of available-for-sale

financial assets was determined on the basis of market prices (Level 1 pursuant to IFRS 13.76).

In determining the fair value of accounts receivable stemming from multi-component contracts,

the anticipated long-term payments are discounted at the interest rate for three-year industrial

bond issues (Level 3 pursuant to IFRS 13.81).

Classifi cation category pursuant

to IAS 39 2013 2012 2013 2012

Carrying amounts Fair valuein K€

Financial instruments

Cash and Short-term Deposits

Available-for-sale Financial Assets

Long-Term Receivables

from Multi-Component Contracts

Long Term Trade Receivables

Short-Term Receivables

from Construction Contracts

Short-Term Trade Receivables

Trade Payables

Liabilities due to Banks

Liabilities under Financing and Finance

Lease Arrangements

Other Short- and Long-Term Liabilities

Aggregated according to classifi cation categories

pursuant to IAS 39:

Financial Assets Carried at Amortised Cost

Available-for-sale Financial Assets

Financial Liabilities Measured at Amortised Cost

ACAC

AFS

ACAC

ACAC

ACAC

ACAC

FLAC

FLAC

FLAC

FLAC

ACAC

AFS

FLAC

58,716

343

5,066

157

509

52,030

58,002

85,565

14,365

18,491

116,478

343

176,423

34,820

343

3,981

544

1,571

62,243

52,452

79,168

11,347

16,456

103,159

343

159,423

58,716

343

5,282

157

509

52,030

58,002

85,565

14,556

18,491

116,694

343

176,614

34,820

343

4,356

544

1,571

62,243

52,452

79,168

10,951

16,456

103,534

343

159,027


Expenses arising from the valuation adjustment on trade receivables are presented in the income

statement under “Sales and Marketing expenses.”

46 Declaration pursuant to § 161 “AktG” regarding compliance

with the German Corporate Governance Code

The declaration pursuant to § 161 of the Stock Corporation Act (“AktG”) regarding compliance with

the German Corporate Governance Code, as amended May 12, 2012, and, since its enforcement,

as amended May 13, 2013, respectively has been issued by the Management Board and the Su-

pervisory Board and is permanently and publicly available to the shareholders on the Company’s

website. Future amendments to the rules relevant for compliance with the Corporate Gover-

nance Code will be posted on the QSC website without delay. Further information is provided in

the separate Corporate Governance and Compensation Report.

47 Auditors’ fees

In conjunction with services provided by the auditors of the consolidated fi nancial statements, the

following amounts were charged during the 2013 fi scal year: K€ 341 (2012: K€ 322) for audit ser-

vices, K€ 95 (2012: K€ 0) for other services, and K€ 34 (2012: K€ 25) for other audit services.

48 Compensation of the Management Board

The total compensation to members of the Management Board for the 2013 fi scal year amounted

to K€ 1,726, by comparison with K€ 1,061 the year before. This was divided into fixed compen-

sation in the amount of K€ 887 (2012: K€ 1,063), variable compensation in the amount of K€ 790

(2012: K€ -59) and fringe benefits of K€ 49 (2012: K€ 57). As in the previous year, no compensa-

tion elements were granted that were not directly paid. There had been no entitlement to varia-

ble compensation for the previous fiscal year, 2012. The variable salary elements for 2012 in the

amount of K€ -59 relate to income from the return of the bonus provision for fiscal 2011.

Assets carried at Amortised Cost (ACAC)

Available-for-sale fi nancial assets (AFS)

Financial Liabilities measured at Amortised Cost (FLAC)

Net results by classifi cation category

(64)

-

-

(64)

762

-

(3,978)

(3,216)

-

-

-

-

698

-

(3,978)

(3,280)

(2,348)

2

(4,662)

(7,008)

From interests, dividends

Subsequent to initial recognition

Allowance At fair value

Net gain / (loss)in K€

2013 2012


Management Board members Stefan Freyer and Henning Reinecke have each been promised a

settlement in the amount of K€ 400 in the event of premature termination of their Management

Board term of office due to an effective revocation of their appointment by the Company within

the fi rst two years of their employment contracts; during the third employment contract year, the

settlements will reduce by 1/12 per month in which the employment relationship had existed.

There is no entitlement to payment of a settlement in the event of termination of the employment

relationship for cause (§ 626, German Civil Code). In the event of an amicable termination of the

Management Board term of offi ce without cause, the total value of the benefi ts committed by the

Company within the framework of an agreement of this nature will not exceed the amount of K€ 400.

Moreover, Management Board member Stefan Freyer possesses a direct pension commitment,

which was granted to him in fi scal 1997 by a predecessor corporation of INFO Gesellschaft für In-

formationssysteme Aktiengesellschaft; this pension commitment continues to retain its validity

following the merger of INFO AG and QSC AG in fi scal 2013. Under the terms of this pension com-

mitment, Mr. Freyer is entitled to old-age, disability and survivors insurance beginning at the age

of 60. The actuarial cash value of this pension commitment amounted to K€ 64 as of December 31,

2013, prior to offsetting an asset value for reinsurance in the amount of K€ 16. In fiscal 2013,

personnel expense of K€ 2 was recorded in this connection.

In fi scal 1997, Dr. Bernd Schlobohm was granted a direct commitment for old-age, disability and

widow’s pensions. This commitment relates to entitlements accrued during his activities on the

Management Board through the date of the balance sheet and amounts to K€ 1,172 prior to being

offset by an entitlement from the reinsurance coverage in the amount of K€ 722. The expense re-

corded in the Consolidated Financial Statements amounts to K€ 161 (2012: K€ 193).

49 Risks

Risks are detailed in the Report on Risks contained in the Consolidated Management Report.

50 Proposed profit appropriation

The Management Board will propose to the Annual General Meeting that a dividend of € 0.10 per

share be paid to shareholders.


51 Bodies of the corporation

Management Board • The following were members of the Management Board in fiscal 2013:

Supervisory Board • The following were members of the Supervisory Board in fiscal 2013:

Chief Executive Offi cer since May 30, 2013

Chief Financial Offi cer since June 1, 2013

Member of the QSC Management Board since September 1, 2013;

responsible for Operations, IT Solutions business, and IT Consulting

Member of the QSC Management Board since September 1, 2013;

responsible for Sales and Marketing, as well as for the market-driven

evolution of the entire ICT portfolio

Chief Executive Offi cer through May 29, 2013

Member of the QSC Management Board through August 31, 2013

Management Board member

Jürgen Hermann

Barbara Stolz

Stefan Freyer

Henning Reineke

Dr. Bernd Schlobohm

Arnold Stender

Entrepreneur, Chair since May 29, 2013

Managing partner of Horn & Company,

Vice Chair since May 29, 2013

Head of Corporate Tax Operations at SAP AG

Businessman

SAP HCM team leader in the SAP Applications organization,

employee representative since May 29, 2013

Head of TC Voice Services Department in the TC Technology

organization, employee representative since May 29, 2013

Telecommunications consultant, Chair through May 29, 2013

Chief Executive Offi cer of Interxion N.V. through May 29, 2013

Project manager, employee representative through May, 29 2013

Head of processes and projects, employee representative

through May 29, 2013

Supervisory Board member

Dr. Bernd Schlobohm

Dr. Frank Zurlino

Ina Schlie

Gerd Eickers

Anne-Dore Ahlers

Cora Hödl

Herbert Brenke

David Ruberg

Klaus-Theo Ernst

Jörg Mügge


The term of office of the Supervisory Board ends upon adjournment of the Annual Shareholders

Meeting that ratifies the acts of the members of the Management Board for the 2017 fiscal year.


QSC AG

The Management Board




Statement of Responsibility

To the best of our knowledge, and in accordance with the applicable reporting principles, the

Consolidated Financial Statements give a true and fair view of the assets, liabilities, fi nancial po-

sition and profit or loss of the Group, and the Group Management Report includes a fair review

of the development and performance of the business and the position of the Group, together

with a description of the principal opportunities and risks associated with the expected develop-

ment of the Group.


QSC AG

The Board of Management



Financial Report Statement of Responsibility Auditor‘s Report 161

We have audited the consolidated fi nancial statements prepared by the QSC AG, Cologne, compri-

sing the consolidated statement of income, the consolidated statement of cash fl ows, the conso li-

dated balance sheet, the consolidated statement of changes in equity, the consolidated statement

of comprehensive income and the notes to the consolidated financial statements, together with

the group management report for the business year from 1. January 2013 to 31. December 2013.

The preparation of the consolidated financial statements and the group management report in

accordance with IFRSs, as adopted by the EU, and the additional requirements of German com-

mercial law pursuant to § 315a Abs. 1 HGB is the responsibility of the parent company`s mana ge-

ment. Our responsibility is to express an opinion on the consoli-dated financial statements and

on the group management report based on our audit.

We conducted our audit of the consolidated financial statements in accordance with § 317 HGB

and German generally accepted standards for the audit of financial statements promulgated by

the Institut der Wirtschaftsprüfer (IDW). Those standards require that we plan and perform the

audit such that misstatements materially affecting the presentation of the net assets, financial

position and results of operations in the consolidated fi nancial statements in accordance with the

applicable fi nancial reporting framework and in the group management report are detected with

reasonable assurance. Knowledge of the business activities and the economic and legal envi-

ronment of the Group and expectations as to possible misstatements are taken into account in

the determination of audit procedures. The effectiveness of the accounting-related internal con-

trol system and the evidence supporting the disclosures in the consolidated fi nancial statements

and the group management report are examined primarily on a test basis within the framework of

the audit. The audit includes assessing the annual fi nancial statements of those entities included

in consolidation, the determination of entities to be included in consolidation, the accounting and

consolidation principles used and significant estimates made by management, as well as evalu-

ating the overall presentation of the consolidated financial statements and group management

report. We believe that our audit provides a reasonable basis for our opinion.

Our audit has not led to any reservations.

In our opinion, based on the findings of our audit, the consolidated financial statements comply

with IFRSs, as adopted by the EU, the additional requirements of German commercial law pur-suant

to § 315a Abs. 1 HGB and give a true and fair view of the net assets, fi nancial position and results

of operations of the Group in accordance with these requirements. The group management report

is consistent with the consolidated financial statements and as a whole provides a suitable view

of the Group’s position and suitably presents the opportunities and risks of future development.

Cologne, 20. March 2014

KPMG AG

Wirtschaftsprüfungsgesellschaft

Pütz Gall

Wirtschaftsprüfer Wirtschaftsprüfer

Auditor’s Report


24 /7 • Operational and available 24 hours a day, 7

days a week.

ADSL • The Asymmetric Digital Subscriber Line.

Denotes the transfer of digital data over a twisted

copper pair te lephone line with an “asymmetric”

transfer capacity.

ADSL2+ • An evolution of ADSL technology that

improves the transfer rates and ranges of an ADSL

connection.

BITKOM • Bundesverband Informationswirtschaft,

Telekommunikation und neue Medien e. V.; the Ger-

man ICT industry association.

Call-by-Call • Phone calls or Internet access on a

call-by-call basis, in which a customer can dial the

network prefi x of their telephone provider of choice

prior to each telephone call or Internet access.

Carrier • Telephone company or network operator.

Cloud Computing • The provision of IT infrastruc-

tures (e.g. data storage, computing capacity) and

ready-to-use software over networks. Cloud Compu-

ting offerings and utilization are provided exclusi-

vely via defined technical interfaces and protocols.

Collaboration • Cooperation between multiple in-

dividuals or groups.

Compliance • Adherence to laws, regulations and

self-stipulated codes.

DSL • Digital Subscriber Line. A transmission me-

thod that enables digital data to be transferred at

high transmission rates over a simple twisted cop-

per pair telephone line.

Hosting • Denotes the provision of IT resources in

varying scopes, with a service provider provisio-

ning the hard ware (Web storage, Web databases or

e-mail systems).

Housing • The provision of space and network links

for a customer server at a data center, without any

provision of hardware by the service provider.

IaaS • Infrastructure as a Service. The provision on

an as-needed basis of IT infrastructure, such as

com puting or storage resources, with the charges

being based on usage.

ICT • Information and Communication Technology.

Denotes an Industry that offers both information

tech nology (hardware, software and IT services) as

well as telecommunication (voice and data services,

end-user devices and infrastructure). Comprehen-

sive utilization of the Internet Protocol is driving a

growing convergence of IT and TC.

Infrastructure • QSC denotes infrastructure to mean

its own nationwide interconnected network of data

lines with differing bandwidths.

IP • Address in computer networks based upon the

Internet Protocol (IP). It serves to transport data

from sender to recipient, similar to a postal address.

IP Telephony • Placing telephone calls over com-

puter networks that are built to Internet standards,

with both voice and control information being trans-

ferred over the network.

IP-VPN • Internet Protocol Virtual Private Network.

Subscribers in a private (self-contained) network

can link to another network, without any need for

the networks to be compatible.

LAN • Local Area Network.

Glossary

163Further Information Glossary

Local Loop • Also termed subscriber connection

line. The local loop is the line between the central

office and the network termination at the subscri-

ber. In most cases, the local loop consists of copper,

making it DSL-capable. QSC obtains local loops from

Deutsche Telekom AG at a price that is regulated by

the German Federal Network Agency.

M2M • Machine to Machine. Automated information

exchange between machines.

Managed Services • QSC uses this term to denote

a complete ICT service offering that takes into con-

sideration all customer-specific interfaces. From

linking individual enterprise locations within a Vir-

tual Private Network (VPN) for voice and data trans-

fer to internal cabling and equipping of the local

area network right through to the installation of

telephone systems, including end-user devices.

Microsoft Lync • A Microsoft Instant Messaging ap-

plication enabling multiple users to exchange con-

tent simultaneously in one pass.

NGN • Next Generation Network. An NGN denotes

an IP-based communication network that unites all

services from conventional networks, such as tele-

phony, mobile communication and data. This ability

is termed “convergence.” QSC had already equipped

its infrastructure with NGN components back in the

year 2005.

Outsourcing • Outsourcing means contracting out

IT tasks and functions to third parties.

Preselect • Preselection is the automatic dialing of

a communication network operator’s carrier selec-

tion code (prefi x) to make calls. Every network ope-

rator has its own carrier selection code.

SaaS • Software as a Service. SaaS is a subset of

Cloud Computing, where software and IT infrastruc-

tures are operated by an external service provider

and utilized as a service by the customer. A Web

browser is typically used to access the software.

VPN • Virtual Private Network. An enterprise’s geo-

graphically separate locations are linked within a

secure network via a public network. Only autho-

rized persons can then communicate with one an-

other as if they were both in a local area network.

WiFi • Denotes a wireless local area network. It is

also used to denote an organisation that certifies

hardware with wireless interfaces, as well as the

corresponding brand name. The term is often used

as a synonym for WLAN.

WLAN • Wireless LAN. Denotes a wireless local

area network.


Index

B

Balance sheet 69f., 94f., 121ff.

C

Capital expenditures 61f., 75

Cloud Computing 30f., 55, 73

Compensation report 44ff.

Consolidated net income 64

Corporate Governance 37ff.

D

Direct Sales 28, 58f., 65f., 74

Dividend 20, 75

E

Earnings per share 119

EBIT 64

EBITDA 63f.

F

Free cash flow 60f., 75

H

Human resources 50ff.

I

ICT market 54f., 72

Indirect Sales 28, 58, 66f., 74f.

Innovation 6, 33ff.

L

Liabilities 70, 130f.

Liquidity 61, 69

M

Management Board 8f., 37f., 158

O

Opportunities 76ff.

Order bookings 58

Outlook report 72ff.

P

Performance indicators 32f., 60ff.

R

Regulation 56f., 73, 84

Research and development 33ff.

Resellers 28, 58, 67, 75

S

Segment reporting 65ff., 139ff.

Shareholders 20f.

Shareholders’ equity 69f., 128f.

Shares 18ff.

Statement of Cash Flows 68, 31, 165

Statement of Income 60ff., 92, 165ff.

Strategy 30f.

Supervisory Board 10ff., 37ff., 158f.

T

Training 50f.

Transformation process 30f., 57ff.

Calendar

Annual Shareholders MeetingMay 28, 2014

Quarterly ReportsMay 12, 2014

August 11, 2014

November 10, 2014

Contact

QSC AGInvestor Relations

Mathias-Brüggen-Straße 55

50829 Cologne

Phone +49-221-669-8724

Fax +49-221-669-8009

E-mail [email protected]

Internet www.qsc.de

Overall ResponsibilityQSC AG, Cologne

Art Direction

sitzgruppe, Düsseldorf

PhotographyCustomers Report:

Kevin Kasper, Steinhagen

Management Board:

Nils Hendrik Müller, Braunschweig

Printingdas druckhaus, Korschenbroich

Certification

This translation is provided as a convenience only.Please note that the German-language original ofthis Annual Report is defi nitive.

For further information: www.qsc.de

qsc ag annual report 2013

Investor Relations

ict revenues

conventional tc revenues

indirect sales

development of revenues

key data

ict provider

telecommunications ict

ict infrastructure